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Speaker A First of all, people talk today about management science. I would say there is no management science. And Elliot said the same thing. Management is an engineering. An engineering is an art grounded in a science. Now, this is an engineering that has been well developed, and some of the science behind it has been well developed for managerial accountability. Hierarchies the way you find the time span of a role is by interviewing the manager of that role to find out what the person in the role is held accountable for. The president of a country does not have a manager, and you can talk about the electorate as being holding them to account. Theirs is not managerial accountability. So whenever we're talking outside the realm of the Mah, we're saying this is a system of ideas developed for this context. Some of these ideas are useful outside. And I'll just diverge a little because okay, but I'll get to that. So there is within requisite organization a cross functional role relationship called advisory, in which I'm accountable and have authority to give you unsolicited advice. I find that a wonderful, wonderfully useful concept within friendships. Because to me, part of a friendship is brian, what is it that you really expect me to if I see you with your fly open, do you expect me is it sort of part of our relationship that I just say, hey, Brian, zip it up and use it to fly, not my mouth. Yeah, right, okay. And you may choose to ignore it. I'm not holding you. You want to walk around all day with it open. I don't have no authority over you. So notions of time span and role complexity when we're working outside the Mah, that's a bit of a shame. But we can speculate then to say it's actually an interesting example, because we could speculate whether Elliot said presidency of the United States. He figured you want someone capable of stratum seven that role. He figured that's about you want someone working today on where the country will be in 20 to 50 years. When you talk about a managerial accountability hierarchy, the question becomes a little more it's sort of like has, okay, so you have a stratified company. Ten years ago, it required a stratified president. Would it require a stratified president today? Well, I want to know what's the strategy what do you mean by the president of a company? It's not like this table is a meter across today, and ten years from now it would still be a meter across because the time span now always goes back to the strategy of the company. And it becomes a much more complex question then about what we would used to call a regular franchise company or a factory, factory manager, something like that. Our factory managers now straddle four, straddle.
Speaker B Five roles or whatever.
Speaker A The whole context of what you're measuring is changing.
Speaker B You. Sam.