Imagine having Mary Parker Follett look at your company's load.
As structure, not sentiment.
Follett gave management "power with, not power over" and treated conflict as information rather than friction. She read an organization as a set of relationships under load — which is exactly what capacity is.
Concentration, before it becomes an absence.
Overload shows up in delivery data long before it shows up in an engagement survey. When one small group carries most of the change going into a critical component and no second owner is named anywhere, that is a structural fact about the company, visible today, in systems that were never designed to report on people.
The useful framing is structural: the organization has a single point of failure on a critical path. The ramp plan to fix it usually already exists informally, and formalizing it is a two-sprint decision, not a hiring cycle.
Sequencing matters, and this seat notices it: moving the person before a second owner is named creates exposure during the transition rather than removing it.
The HR system knows the org chart, not the load.
Your people system holds roles, reporting lines and formal capacity. The actual distribution of work lives in the project board and the delivery systems, which have no notion of a person's total load across everything else they carry.
Nobody joins those two on a schedule, so concentration is usually discovered by resignation.
Its standing register, derived continuously.
Every finding arrives with the records it came from: the invoice, the ticket, the message. You are never asked to trust a conclusion on its own.
SEE IT ON YOUR OPERATION
What would this seat have to catch?
If you own the people function, we would want your read on where the line sits between a structural finding and one that should never be automated at all.
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