In conducting the After Action Review of the abrupt collapse of ValueNetworks, one factor was clear: pretentious gibberish repels business people and leaders. For example, take this fine example of ValueNetworks’ malignant solipsism:

“The pattern of organization in a living system is consistent with that of an autopoietic network. An autopoietic network is one that continually produces itself, so that the being and doing are inseparable. That continual process of producing is cognitive in nature. So living systems must exhibit intelligence.”

This is nonsensical mumbo-jumbo. It is dopey pseudo-science. Can you imagine putting this in your product brochure? Talk about these opaque theories while selling offerings to an frazzled business line manager with an enormous quota responsibility and you will be shown the door in short order. Tell this to an high energy venture capitalist in an elevator pitch and you will become a laughingstock.

Today, even the US Government has banned gibberish.

Who reads or even considers this confused junk? Nobody. This sort of solipsistic twaddle is a nuisance to thoughtful business and leaders.

The handful of ValueNetworks acolytes are not serious people. They are not business executives or management. Often the followers are part-timers or retirees with no business responsibilities. Hence, for ValueNetworks, there were no orders, no accounts receivable.

The reason ValueNetworks failed is simple and practical: no customers. The ValueNetworks hogwash isn’t “Insight”; it’s an insult. ValueNetworks flunked Business 1.0. Business people need impact and positive outcomes. As ValueNetworks discovered customers don’t want arrogant gobbledygook or loopy theories.