Last Sunday afternoon, as I lay on the couch with my head resting on my husband’s stomach, I could hear the subtle sounds of his bowel movements. My mind wandered to the intricate, efficient machinery that is the human body. I began to think about how an organization or company could achieve similar levels of efficiency in fulfilling its vision. That’s when an idea struck me: why not write a book exploring how the mechanisms of the human body can serve as a guide to building and maintaining the most efficient organization possible?

I began contemplating the ultimate purpose of the human body—its function as a vessel that carries life to its fullest potential. In Greek, this concept is expressed as σῴζω (sōzō), meaning “to save, rescue, and deliver”—which also happens to be the meaning of the name Jesus. It refers to a state of perfect order, where nothing is broken or missing, and everything is fit for its purpose. This idea also applies to organizations: whether corporate or otherwise, the purpose must be clearly defined by its leaders. The body functions efficiently because its purpose is clear, and similarly, an organization must have a defined vision and purpose to meet its goals. If the vision is flawed, the outcome will be as well.

A clear goal guides the system, ensuring it becomes efficient and effective in fulfilling its strategic objectives. When you encounter someone who is perfectly healthy—mentally, physically, and emotionally—you witness a person for whom nothing seems impossible. Conversely, a person who is sick, whether in mind, body, or soul, will inevitably face limitations in reaching their highest potential. The degree of illness correlates with the degree of dysfunction.

When a machine malfunctions, we say it is “broken.” Similarly, organizations can suffer from dysfunction, often going unnoticed until it escalates into a major problem. The collapse of companies like Lehman Brothers, Northern Rock, RBS, and ABN AMRO serves as a reminder of this. External appearances can be deceiving—malfunctions are often hidden behind facades, but internal issues cannot be kept secret forever.

Therefore, it is essential for management—at every level—to thoroughly understand their organizational goals and structures. They must assess risks, plan for potential malfunctions, and continuously monitor growth and operations. The human body does this remarkably well. For the sake of this discussion, let’s consider the human body in its perfect state of health—mentally, physically, psychologically, and, dare I say, spiritually.

The Human Body: A Metaphor for Organizational Systems

Consider the major organs of the body, from head to toe. The brain, for instance, is responsible for efficiently communicating neurotransmitters throughout the body. It acts as the central hub for communication, ensuring the flow of timely information across the system. The brain is divided into departments that manage various functions—much like a company’s headquarters overseeing its operations. The brain’s efficiency determines the success or failure of the entire organization.

The brain is protected by the skull, which shields it from external dangers. Attached to the skull is the spine, which carries nerve fibers—like high-frequency broadband wires—that transmit information to different parts of the body. These nerves are the communication lines, connecting the brain’s departments to the rest of the body. The five senses—sight, smell, touch, hearing, and taste—serve as the major communication channels between the body and external stimuli, or, in an organizational context, between the company and its stakeholders. There is also a sixth sense: intuition, or that “gut feeling.” Although intangible, its proper use can determine whether an organization succeeds in distinguishing itself from the competition and building goodwill.

Other organs, such as the heart, lungs, kidneys, liver, and bowels, work behind the scenes to ensure the smooth operation of the senses. These organs act like the back office, handling essential functions that often go unnoticed. As my husband, a solutions architect, often says, “No one cares about the back office until something goes wrong.” When a server goes down, for example, everyone demands accountability, and tempers flare.

This made me realize that we often take our internal organs—for example, our lungs or liver—for granted. We only notice them when something goes wrong. But why wait for a problem? The body uses pain as a continual risk assessment tool, alerting us when something is amiss, even in the smallest way. Pain is a signal of imbalance. Though we may ignore it or opt for temporary fixes, such as painkillers, the imbalance must eventually be addressed. Similarly, it is better to mitigate risks before a failure occurs. Take the vitamins, attend regular check-ups, and listen to your body.

Monitoring Organizational Health

How can organizations monitor their functionality? High sales volumes or a large bank balance are poor indicators of long-term success. Sales may be driven by seasonal trends or political favors, while a large balance might simply be the result of a loan. The collapse of Lehman Brothers, for instance, revealed how an organization could appear successful outwardly, but be deeply flawed internally. Lavish bonuses and self-congratulation masked the underlying dysfunction, and when the system crumbled, it caused widespread economic suffering.

What lessons can we learn from the human body’s early warning system? What is the organizational equivalent of pain or discomfort? How can we observe or sense malaise in an organization? These questions can guide the creation of effective early warning systems within companies. Most organizations have a Risk Management department, but sometimes this role is more about compliance than genuinely maintaining a healthy system. A SWOT analysis is valuable, but if its recommendations are ignored, the organization will eventually fail. The larger the organization, the greater the consequences for employees and the broader community.

The UK government, for instance, spent at least £70 billion to rescue financial institutions during the last banking crisis. Thousands of people lost their jobs due to austerity measures. This shows how organizational dysfunction can affect not just the company, but the broader economy. People—the most important resource in any organization—are the ones who suffer most in these situations. Ignoring early warning signs, covering up problems, or failing to monitor them all contribute to eventual collapse. If we continually ignore pain, it will escalate until it becomes unbearable. In the case of an organization, this could lead to its complete failure.

However, just as the human body can learn from pain and adjust its behavior, so can organizations. A wise response to pain enables growth, re-evaluation, and correction. The key is to act early, listen to the warning signals, and adjust accordingly.

Risk Management and Organizational Culture

Earlier, I mentioned how the brain is protected by the skull to prevent damage. Cyclists and motorcyclists wear helmets as a safeguard against falls in the event of an accident. Similarly, in organizations, with the rise of cyber threats and unforeseen disasters, it is crucial to implement a robust risk management system. Organizations must have disaster recovery policies and procedures in place to mitigate these potential risks.

Finally, culture plays a vital role in organizational efficiency. This intangible yet powerful factor can either cripple an organization or enable it to rise like a phoenix from the ashes of outdated traditions that cause bottlenecks and hinder growth.

In the human body, our culture is shaped by our mindset, our habits, and the lifestyle choices we adopt. We will do anything to preserve these, even if they are detrimental to our well-being and growth. Similarly, an organization’s culture can be its non-negotiable weapon of preservation. In a world increasingly focused on employee well-being, an organization’s internal culture influences an employee’s decision to stay or leave. A culture that values overwork as a sign of efficiency is now frowned upon. Issues such as racism and organizational bias are being actively addressed, and women’s and men’s rights are on the rise. A culture that rewards misogynistic tendencies, racial bias, and supremacy complexes will not succeed in the coming century, especially as machines take over more roles.

People are increasingly prioritizing their mental and physical well-being, and no salary package should ever take precedence over health. Organizations that invest in cultural development, especially during times of systemic change or growth, are poised to reap the benefits of a thriving workforce.

Whether it’s the UN, Woolworths, HMV, Microsoft, Apple, or Disney—any organization that ignores its internal dysfunction will eventually become unfit for purpose. The human body provides a perfect model for organizational health, with its ability to monitor, assess, and adjust for efficiency. Organizations that adopt a similar mindset will thrive, while those that ignore the signs will collapse.