Work becomes effective when culture, people, and machine-design reinforce each other. Truth without the right people becomes conflict. Great people without clear processes becomes chaos. Strong processes without truth becomes noise.
An idea meritocracy depends on habits: honest debate, transparent reasoning, and clear decision rules. It also depends on placement: people in roles that match their wiring and capability, with standards that are explicit and enforced.
The machine-building loop mirrors the life loop. Set goals, surface problems, diagnose roots, design improvements, then execute—and repeat. The organization either evolves through that loop or it decays through avoidance.
The aim is learning as the operating system. Record decisions, review outcomes, and let reality decide what works. When the system works, performance stops being mysterious and becomes repeatable.