Cybernetic Organizations and Heroism

Despite the information management limitations of cybernetic organizations, most current companies remain cybernetic and have driven societal progress for centuries, with many excellent traditional cybernetic companies still serving humanity. Thus, there is no intent to deny their value or future potential, as they will likely remain the dominant commercial organizational form, continuing to create value.

As discussed in the Execution, Decision-Making, and Mobilization section, mobilization of “executors” and “decision-makers” in cybernetic organizations has limitations (see the section above for detailed logic). However, for a few “decision-makers”—the ultimate controllers or owners of the organization—who hold significantly greater decision-making power and control over residual rights distribution, their mobilization degree and action enthusiasm far exceed others. These individuals are termed organizational elites.

When these elites possess cognitive abilities far surpassing the organizational average, combined with high enthusiasm, they can drive significant organizational development. For example, Elon Musk at Tesla exemplifies an elite capable of leading leapfrog development. Many such elites create organizational value that overshadows cybernetic limitations, exhibiting a superior intelligence degree, making it optimal for others to relinquish decision-making and follow their paths. This development exhibits strong heroism, a recurring theme in successful cybernetic organizations. For individuals in such organizations to achieve better prospects, they must assess whether exceptional elites exist or will emerge to break through organizational limitations for sustained growth. As cybernetic organizations grow and face increasing environmental complexity and information volume, elites’ high intelligence and enthusiasm are offset by amplified organizational limitations, leading to mediocrity.