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Three strikes for bankrupt wife

Invisible Hands & Markets: How Org Charts Lie
The frustrated banker realizes all too keenly that the work of a senior manager is largely about orchestrating the work of others. So central and essential is this role that an entire industry—maybe even several—has emerged, with the goal of revolutionizing the way people get their work done. Over the past two decades, waves of initiatives—such as de-layering, reengineering, total quality management (TQM), teams, supply chain integration, alliances, and implementation of myriad technologies—have washed through the corporate landscape, with varying degrees of success. These efforts to improve efficiency and eradicate bureaucracy have indeed transformed how work gets done. Employees are less constrained than before by formal reporting relationships or overly bureaucratic processes and procedures; important work in most organizations now gets done through networks of employees.
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