Stephen Waldron, 11/18/2019
Current Occupation: Graduate student
Former Occupation: Indexer
Contact Information: Stephen Waldron is working on a Ph.D. in theology. He sometimes wonders why we now have "thought leaders" and what exactly their qualifications might be. He also isn't exactly sure why some people get paid a lot and others don't. He can be reached at stephenwaldron0 at gmail dot com.
Socrates and Jesus and Hypatia were all
innovating, disruptive thought leaders until
mobs moved their respective cheeses across
the River Styx–countless small-minded ferrymice
who refused to buy into the visioning of
those industry pacesetters, which was marked by
strategic dynamism, an awareness of market conditions,
and a willingness to make the tough decisions.
“People tend to resist change,” said Socrates,
who lost a municipal consulting contract.
His intern wrote up a case study on their difficulties
with organizational change and development.
And Jesus tried to create efficiencies and improve cash flow
by cutting out unnecessary vendors,
but encountered resistance due to rent-seeking behaviors
and an agricultural cartel’s public-private partnership.
How Hypatia attempted to shape an entrepreneurial space,
when direct competitors engaged in regulatory capture
in the aftermath of the Alexandria TedX fiasco,
just before catching the trireme for Davos.
All this shows the importance of succession planning:
that intern Socrates hired?
He started a variety of spin-offs,
which gained market share in key
global education-sector supply hubs.
And when Jesus flew the coop?
His board of directors launched the greatest conglomerate of all time.
But Hypatia, it seems, leaned in a bit too far
and failed to establish a contingency plan.