"The first myth of management is that it exists. The second myth of management is that success equals skill"
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Management likes to present itself as a clean technology: a set of levers you pull to make people, markets, and messy reality behave. Heller’s first line punctures that comfort. “Management…exists” is aimed less at org charts than at the fantasy that control is a stable thing you can possess. In practice, what gets called management is often a collage of improvisation, persuasion, and luck disguised as process. The jab lands because it’s heresy spoken in the language of the faithful: the boardroom term “myth” suggests not just error, but a story we tell to make power look rational.
The second line goes for the most flattering story in corporate life: winners deserve their wins. “Success equals skill” is the meritocratic equation that justifies bonuses, rankings, and the cult of the star CEO. Heller’s subtext is brutal: outcomes are noisy. Timing, inherited momentum, network effects, macroeconomics, even randomness can masquerade as competence. When things go right, we retrofit a narrative of mastery; when they go wrong, we blame execution. That asymmetry is the point.
Contextually, this is a businessman talking back to management ideology from inside the tent. It reads like a warning label for the self-help wing of capitalism: beware the managerial horoscope, the case study that mistakes survivorship for truth, the confident post-mortem that turns contingency into causality. Heller isn’t arguing for chaos; he’s arguing for humility, and for systems that can absorb uncertainty instead of pretending it can be managed away.
The second line goes for the most flattering story in corporate life: winners deserve their wins. “Success equals skill” is the meritocratic equation that justifies bonuses, rankings, and the cult of the star CEO. Heller’s subtext is brutal: outcomes are noisy. Timing, inherited momentum, network effects, macroeconomics, even randomness can masquerade as competence. When things go right, we retrofit a narrative of mastery; when they go wrong, we blame execution. That asymmetry is the point.
Contextually, this is a businessman talking back to management ideology from inside the tent. It reads like a warning label for the self-help wing of capitalism: beware the managerial horoscope, the case study that mistakes survivorship for truth, the confident post-mortem that turns contingency into causality. Heller isn’t arguing for chaos; he’s arguing for humility, and for systems that can absorb uncertainty instead of pretending it can be managed away.
Quote Details
| Topic | Management |
|---|---|
| Source | Help us find the source |
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