It’s one thing to do a specific task with excellence. To build a great business or rise inside of one, this remains abundantly true:

Your business or career success is directly correlated to your ability to manage complexity.

Complication is the malefactor, not complexity. It’s a collection of ambiguous choices that no one feels qualified to fix. That complication will dig in and grow. Taking that problem, and fixing it, is complex. Even after it’s fixed, there is always something else to fix or improve. Always. The more you learn, the more there is to fix, and ...

 After thinking so much about running an organization, my mind has become dislocated from traditional theory therein.  I would even say that my role with my companies is not to run then, but to engineer them to run.

That has lead to other thoughts on the traditional view of management.  Particularly from my point of view as a person that loves to build, I see management as something that is better to decrease rather than improve upon.

Take a generic scenario: A direct report comes to you with a problem.  You solve it by giving him/her management (direction, guidance ...