The market is falling in love with the idea of the “homeostatic enterprise,” an organization that continuously senses drift and continuously corrects. It sounds like the end of quarterly risk theater and the start of real-time resilience.

But here is the uncomfortable truth. Many organizations are already “always on,” and they are not stable. They are exhausted.

They survive through constant adaptation, nonstop escalation, and a culture that rewards heroic recovery over engineered stability. Over time, that chronic strain becomes a structural condition. In stress science, the cumulative wear and tear is called allostatic load. In organizations, it shows up as chronic rework, exception overload, control debt, and a widening gap between effort and outcomes.

The risk for leaders is obvious: you can modernize sensing and orchestration and still make the enterprise worse by accelerating the machine that is already burning people and processes down.