What do you think disappears first: the ERP, the CRM, or the organization chart itself?
Over the last twenty years I have had the privilege of working with organizations of all sizes, from startups and scale-ups to some of the world’s largest enterprises. Across industries, geographies and leadership teams, one observation has remained remarkably consistent.
Most organizations are far more complex than they need to be.
As businesses grow, they accumulate processes, systems, policies, organizational layers, handoffs, reports and technology. Each addition is usually made with the best of intentions. Over time, the result is an operating model that becomes increasingly difficult to understand, manage and evolve.
The complexity is why intelligence is so hard to adopt
This challenge is becoming even more apparent as organizations attempt to adopt AI. Many leaders are asking how to become intelligence-native. The conversation often begins with copilots, agents, automation platforms or large language models. The real challenge is rarely the technology. Most organizations were simply not designed for a world where intelligence is embedded into every decision, process and interaction.
We continue to operate businesses through structures built around ERP systems, CRM systems, functional hierarchies and workflows designed decades ago. We are trying to build the future on foundations created for a very different era.
A simple question
This realization led me to begin developing Ṛta. Derived from the ancient concept of natural order, Ṛta is an enterprise architecture and operating model designed to reconnect strategy, value creation, capabilities, technology, intelligence and execution into a single integrated system.
At its core, Ṛta asks a simple question:
What would an organization look like if we designed it today from first principles, knowing what is now possible with AI, automation, data, digital platforms and emerging technologies?
Built with an operating partner mindset, it is meant for large enterprises modernizing complex operating models, and equally for growing businesses that want to scale without inheriting unnecessary complexity. Velocity matters. So do trust, transparency and traceability.
The ambition is not to implement AI. It is to redesign organizations so that intelligence becomes a natural part of how they operate, learn, adapt and create value.
So here is the question I would put to you. If you were designing your organization from scratch today, what would you keep from the last thirty years of management thinking, and what would you leave behind?
First published as a LinkedIn post in June 2026, lightly edited.