Apr 04
2013

Chap. 4 My Rise to Power

 

It was January when I first applied for the top management position at what is now the Doyen Casaba Conglomerate – four years after starting in data entry. One of the board members, Jim Peterson, had thought to lose me, to disregard me like a dirty napkin, but my privileged superior had already prepared for me for that day. The room was well lit and all the board members sat gravely behind their slender desks – no humor in their eyes.

My statistics were well documented, my presentation was loaded and ready to view, and my outline for taking this company into the future was well rehearsed.

I did everything that I could to appear composed, I spoke of the living quarters and how it was comfortable living there now – I couldn’t imagine living anywhere else. I could tell by the smirk on Jim’s face that he thought I was playing on the board of director’s sympathies. Nothing could have been further from the truth.

Sitting there while I paused, they must have wondered if the previous manager had nominated the wrong person for the job, or if it had been someone else who was responsible for the success of my department, or if I were taking, and had been taking credit for someone else’s efforts, a something that I was leaning on for strength, support, and advice.

Was there a privileged superior that they didn’t know about, a privileged superior that was shaping my character and affecting my resolve? Yes, there was something else – something – not someone – a galaxy of processing power shaping my character and affecting my resolve – an illegal something that no one could ever know about. However, that didn’t necessarily mean they couldn’t know about my advisory sphere.

Then when I let them have it – I’ll never forget the look on Jim’s face – his eyes were so wide and his mouth hung open – I could tell that his self-awareness had just faded away – it was the look of terror. I began to tell the board how to effectively run their corporation thru a spherical advisory board, which contained thirty positions, centered around six basic nodes of control from which the CEO would serve as a central mediator, processing all decisions in a nonstop barrage of information that only an androne could handle.

Corporate Awareness in 3D

A.         The internal workings of the company (across from

B.         The external customer base – costumer relations

C.         The physical payoff – profit margin/accounting (across from

D.         The ideal – legalities and ethics – company integrity

E.         The animal – advertising/PR – intuitive feel – creative new ideas (across from

F.         The machine – learned response – the educated instructional by the book formulas

This setup would continually operate 24/7. All global operations would be funneled into the central processing CEO. Once a proposal was made, the participating advisors could vote at once, as a collective, on whether or not they were hot or cold on any given issue. When looking at this advisory sphere, one could immediately see who was for or against any proposal. The CEO could then press an avatar when feedback was needed to further develop any given proposal. By getting feedback from those that were cold to an idea – one could then modify the proposal and receive immediate feedback from everyone, yet maintain control and avoid the chaos, or apathy of a standard meeting. The CEO could immediately observe how the modifications affected the rest of the sphere. The entire company would respond like a living organism.

Once the sphere had turned predominately red as a whole, one would know that they had a well-rounded proposal (that everyone was warm to the idea). Going forward with all of these advisors, who would be looking out for the roll that they were trained to play – regardless of their own personal ideas and prejudices, the company would have equal representation from every viewpoint. However, the participants had to be aware of the role that they were playing – they had to know the importance of representing a viewpoint they had been chosen to play. Each department head was responsible for the viewpoint represented – whether it be the employees or the customers, the accounting or the legal etc…  These reps would be responsible for going back and rechecking their base of operations to see if they were accurately reflecting those they represented. The point being, that all viewpoints in the company would be represented and immediate feedback could be had on any given issue.

Within each of the six sides were four divisions related to whom the participant sat across. For example – in the ‘Ideal’ section: across from the lawyer would be a theologian, or an ethicist, a consumer rights expert and a union rep. – together they would serve as the ‘Ideal, or Metaphysical’ section – otherwise representing the metaphysical ideal of what the company should be – the ideal company. On the ‘Internal’ side, across from the union rep, there would be a safety rep – accounting manager looking at the property. Then the degreed business reps (the machine, the programming) that did everything by the book – running their statistical analysis of the internal workings of the company judging how well things flowed – sitting across from the creative advertising reps (the animal, the passion).

instantaneous feedback machine

This was how I wanted to organize this company – not with presidents and vice-presidents, etc… But with a three-dimensional, organizational, schemata that not only took full advantage of the latest communication technologies that I, an androne, could take full advantage of, but also represented every aspect of the company equally. As an androne that was what I offered, an instantaneous feedback machine that was capable of minimizing the confusion and eliminating indecision. Making, as a whole, all the representatives equally accessible to an androne CEO on demand, and putting them into one single solitary color coded ball as if it were one well rounded advisor. The psyche of the company could be exposed and made observable, so that an androne like me could look into it as if examining a virtual crystal ball – rotating it at will.

My goal was to make technology a masterpiece of managerial production – not just to automate production, but also administration.

Mr. Peterson was appalled at such a proposal, such a radical change in the managerial schemata of the company that he himself had managed at one time. Many of his appointed VPs were still his personal friends – natural-born acquaintances that were expecting him to protect the durability of their careers. Emotional people that would be incensed by such a managerial shake-up and they’d certainly be fuming if their royal positions were eliminated completely. How would Jim be able to face them on the golf course after letting them down in such a pusillanimous fashion? Jim was the only one whom incessantly voted against my promotion – his was the only dissenting vote. And that was why I didn’t tell them that eventually all the management would need to be replaced by andrones in order for this crystal ball to be truly effective.


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