> You can pay people to churn out bad self-help all day, but none of those are going to be worth a damn without allowing the human element to flourish. But you still need a factory which can print the things, and as clinical as a mass bookbinding operations sounds, I really believe that you're only going to get a beautiful binding when that factory is run by people who have the connection to the work necessary to exercise taste.

Operation, innovation and maintenance. Pick any 3.

Better if done by the same team or teams that are very close to each other.

Ideally, all done to varying degrees by each person on the team because that’s where inspiration for improvement comes from.

We can split the 3 functions up into 3 groups, with 3 sets of management hierarchy. Often the result is mediocre and the people are unhappy (especially those stuck on the maintenance team - thankless but crucial work, that).

We can try to make teams responsible for all 3 functions, but often hire managers who overfit on one of them (coincidentally the one that leads to better rewards next quarter). It’s hard to champion operational excellence, diligent maintenance and hammock time in a single culture.

No wonder it’s hard.