A mechanic in an auto shop can run a computer diagnostics program on your vehicle to identify what's wrong, but he can't do the actual physical trouble-shooting himself. A customer service rep can take you through a scripted checklist for trouble-shooting a problem with your air conditioner, but after you've exhausted this checklist, you're both stumped. Meanwhile in IT, the crackerjack no-code developer writes an app and deploys it at record speed, but he's at a loss when the app uses more resources than it should and needs to be tuned. All are examples of how fundamental business processes, and the IT behind them, have become so abstracted away from the actual organic process of doing something that the employees who are charged with performing these tasks simply cannot do them if the predetermined recipe for task performance fails. In a visit I had with a materials engineer in the semiconductor industry, one manager confided that he was deeply concerned that a new generation of material engineers lacked the ability to "develop workarounds" when a particular metal needed for manufacture was in short supply. "In my day, we did this," he said.