John Cutler Explores Networked Operating Systems Beyond Simple Hierarchies on LinkedIn

In a recent LinkedIn post, John Cutler explores how individuals and teams naturally model complex operating systems not as rigid hierarchies, but as interconnected networks. Cutler, a prominent voice in the business and technology space, highlights a significant finding from his observations: when provided with flexible tools for defining entities and relationships, users tend to create rich, networked structures.

The Emergence of Networked Models

Cutler begins by detailing the typical output of this flexible modeling approach. He notes that users generally define between 15 to 25 distinct entity types. These entities are then categorized within a four-part framework: Intent, Collaboration, Context, and Investment. This structure, according to Cutler, provides a robust way to understand the multifaceted nature of modern business operations.

“When people model their operating system with open-ended entities and relationship labels, they create, on average, 15 to 25 entity types, which naturally spread across our four graph framework: Intent, Collaboration, Context, and Investment.”

A key observation Cutler makes is the nature of the relationships defined within these models. Contrary to what might be expected in traditional organizational structures, the majority of these links are not simple hierarchical connections.

Beyond “Part Of” Relationships

As John Cutler points out, the common assumption of hierarchical structures, often represented by simple “part of” links, doesn’t hold up when more expressive modeling tools are available. He elaborates on the richness of the connections people actually forge:

“Only about 30 percent of the relationships they create are simple ‘part of’ links. The rest reflect richer dynamics, such as influence, grounding, flow, ownership, and expectation-setting.”

This finding suggests that human cognition and organizational design naturally gravitate towards understanding and mapping complex interdependencies. The relationships identified by Cutler—influence, grounding, flow, ownership, and expectation-setting—underscore the dynamic and often non-linear ways in which work actually happens and how systems operate.

Mapping Real Operating Systems as Networks

Cutler’s central argument is that providing people with the right tools leads them to build more accurate representations of reality. He posits that these rich modeling primitives empower users to move beyond simplistic organizational charts and instead map out the true operational dynamics of a system.

According to John Cutler, the implication is clear: the natural tendency is towards networked thinking. He concludes:

“In other words, when you give people expressive modeling primitives, they do not build hierarchies. They map out real operating systems as a network or network of networks.”

This perspective challenges conventional wisdom that often defaults to hierarchical structures for organizing information and teams. Cutler’s analysis, shared on LinkedIn, suggests that a more effective approach involves embracing the complexity and interconnectedness inherent in business operations, visualizing them as dynamic networks rather than static pyramids. This networked view allows for a more nuanced understanding of how different parts of an organization interact, influence each other, and contribute to overall goals.