The Sadoo Corporation

It should appear obvious to even a casual onlooker that the sadoo is a corporation.  While this particular sadoo cannot necessarily speak on behalf of other sadoos, he is vaguely aware that his own corporation—like all—has various executive branches with various responsibilities; these are outlined below.

Sadoo Corporation Division	Title of Head	Function	Analogy in Capitalism
Word	Senior Executive Vice-president (SEVP)	To be constantly receptive to new configurations of words which subvert the commonplace and animate.	Corporate Communications
Vision	SEVP	To experience God and to see God in all that is encountered	Strategic Planning
Flaneur	SEVP	To move his body around the city of the world—avoiding no sight, sound, smell, taste, or feel—tracing his body’s movement on consciousness.	Transportation
Waste Management	SEVP	To transform all solidity, resentment, cliché, seriousness, possession, and death into dance.	Waste Management
Excess and Rebound (formerly the Paint-by-Number Division)	Executive Vice-president	To fully explore all aspects of the contradictory problematic capricious infinite soul.	Risk Management
Input-Output	EVP	To put things in his body and take them out.	Human Resources
Whatever	VP	To oversee the obligations to time, space, and their extensions.	Operations and Technology
Survival	Custodial Engineer	To maintain and increase money, sex, fame, security, reputation, and comfort.	Custodial Operations

Notes

• The Custodial Engineer, Survival reports to the Vice-President, Whatever, who in turn reports to the Executive Vice-president, Input-Output.
• All seven executives (the four SEVPs, the two EVPS, and the one VP) and the one custodial engineer all sit on The Sadoo Corporation’s (TSC) Management Board.

Two distinctions between The Sadoo Corporation and the capitalistic corporation immediately become obvious.

1. The paramount values of the capitalistic corporation (and in this we include for-profits, non-profits, governments, NGOs, and most individuals)—money, sex, fame, security, reputation, comfort—are, in The Sadoo Corporation, made subservient to word, vision, movement, and transformation.  This inversion presents the Sadoo with most of his problems, not only in terms of living his own life but in mingling in normal society, as he finds it difficult to grasp how most view the custodial engineer’s objectives as interesting, worthy, exclusive, and supreme, devoting their lives and conversations to putting everything noble and transcendent (art, imagination, God, nature, beauty) in the service of dust and the custodial engineer.
2. No president, chairman, or CEO exists to oversee and have ultimate responsibility for The Sadoo Corporation; neither do any of the management team have such control.  Rather, the members of the management team routinely disagree with each other and have little comprehension of the others’ objectives.  Board meetings are thus rarely productive but are often stimulating; sometimes the custodial engineer is the only one who says much, despite the fact that he’s the most boring.  If any unifying factor exists, it is the Sadoo’s body, a possibility that the EVP of Input-Output and the SEVP of Flaneur do not hesitate to attempt to exploit—to no effect, however, as the other executives—particularly the SEVPs of Word, Vision and Waste Management—don’t give a damn about the Sadoo’s body.  In fact, the Input-Output and Flaneur executives don’t really either; they just say they do because it makes them feel more important than they are.

And so The Sadoo Corporation—like all corporations—has its distinctions, routine operations, strengths, flaws, and finitude.  

For readers further interested in sadoo management

and administration, we kindly refer them to —

http://sadoos.blogspot.ca/

— where Fukky Risotto graciously

hosts posts from sadoos around the world