Life is like a cobweb, not an organization chart.

Perot contrasts the messy, interlaced reality of how work and influence actually flow with the neat boxes-and-lines of formal hierarchy. A “cobweb” suggests many points of connection, indirect pathways, and sensitivity—touch one strand and effects travel elsewhere—implying that decisions, information, and power move through informal networks as much as through titles. The line also carries a managerial warning: leaders who rely only on org charts may miss the real structure of relationships, dependencies, and bottlenecks. In Perot’s business context, it reads as an argument for paying attention to people, communication channels, and cross-functional ties rather than assuming the chart describes how the organization truly operates.