It seems that stagnation and disorderly would come in play the moment we let our attention slip (reminder: write about attention as economy). Murphy’s Law says so, “Anything that can go wrong, it will.” Simply because, it is a natural tendency of things to lose order, and maintaining order requires effort.
Murphy’s Law is just a common adage that people toss around in conversation, but it is related to one of the great forces of our universe. This force is so fundamental to the way our world works that it permeates nearly every endeavor we pursue. It drives many of the problems we face and leads to disarray.
It is the one force that governs everybody’s life: Entropy.
I have had conversations with business owner friends, who are having some problems trying to imbue their company’s culture in not only new hires, but also to employees who had been in the company for years. Theoretically it is easy to cite the importance of the role of management and leadership as a culture gatekeeper, but practically, when this problem had been going on for years, we couldn’t stop thinking, where did we go wrong?
Amazon might have done it all correctly with their internal culture strategy with “Day 1″— so how do we maintain order in a company/team with 10+ hires?
Jeff doesn’t even bother explaining what Day 1 is at the start of his letter to shareholders, so familiar is it to all followers of the company. Instead, he just jumps straight into talking about how to fend off Day 2, which he doesn’t even need to define because we all can probably infer it from the structure of his formulation, but he does so anyway.
Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.
More questions than solutions in every blog post, it seems.
(Update: I’m sorry I haven’t been writing every day, yet.)
(More update: Some clues in running a big project with a big team and under the assumption that “we have it all figured out after so many years”, from this morning’s find on Stephen Wolfram’s blog on being involved in the set of the movie Arrival:
I’ve led a few dozen major software releases in my life. And one might think that by now I’d have got to the point where doing a software release would just be a calm and straightforward process. But it never is. Perhaps it’s because we’re always trying to do majorly new and innovative things. Or perhaps it’s just the nature of such projects. But I’ve found that to get the project done to the quality level I want always requires a remarkable degree of personal intensity. Yes, at least in the case of our company, there are always extremely talented people working on the project. But somehow there are always things to do that nobody expected, and it takes a lot of energy, focus and pushing to get them all together.
But then again, theoretical.)