The Thesis
Human systems are becoming observable.
For most of modern management, organisations have been treated as hierarchies, processes or cultures. In reality, they are systems - defined by flows of information, patterns of decision-making, incentives and constraints, and delays between action and consequence.
These systems have historically been opaque. Today, they are less so.
A common structure
Despite their differences, large-scale human systems share a small number of defining features.
They are only partially observable. Decisions are made on delayed and distorted information. Incentives are locally rational but globally misaligned. Outcomes emerge from interactions, not from intent alone.
This applies to organisations trying to execute strategy, energy systems attempting to transition, and governments attempting to coordinate complex outcomes.
The surface changes. The underlying structure does not
If a system can be observed, it can be modelled.
If it can be modelled, it can be redesigned.
If it can be redesigned, it can behave differently
Tillbourne begins with organisations but the underlying work applies across energy systems, raw materials and institutions.
Organisations are simply the most accessible place to begin.