Oops, MavGit Atomized the Modern Organization into Family-Based Unicorns (SI Killed Coase’s Transaction-Cost Orgs) — NueraPump presents “Oops, MavGit Atomized the Modern Organization into Family-Based Unicorns,” a musical research case examining whether callable SI capability, persistent software state, executable coordination, and existing family commitments can change the efficient boundary of productive organizations. Its subtitle, “SI Killed Coase’s Transaction-Cost Orgs,” dramatizes a reversal within Coase’s comparative logic rather than refuting that logic. Firms become advantageous when organizing activities internally costs less than obtaining equivalent coordination through markets; technological change can alter that ordering. The proposed sequence therefore begins with feasibility: a trusted household previously unable to deliver a complex product may become capable through SI and MavGit, after which its complete delivery cost can be compared with alternative organizations. Family, established nonfamily partnerships, employment hierarchies, and supplier networks remain competing candidates, without an assumed winner. The analytical framework defines C_j=P_j+T_j+G_j+K_j+R_j+X_j, covering direct production, external transactions, internal governance, allocated construction, remedial recovery, and migration costs. Organization selection follows j*=argmin_{j∈F(θ)}C_j, where F(θ) contains arrangements satisfying specified quality, deadline, resource, recovery, responsibility, and rights conditions under technological environment θ. The expression is a decision framework, not a newly discovered economic law. Costs require consistent output quantities and observation windows, mutually exclusive accounting, explicit allocation rules, and inclusion of failed attempts and subsequent support. Unpaid family hours remain costly; historical sunk expenditure cannot be compared indiscriminately with another arrangement’s incremental expenditure. Severe rights violations remain feasibility exclusions rather than purchasable offsets. A comparison difference, D_t=C_firm,t−C_family,t, is positive when the specified family arrangement costs less. A genuine ordering reversal requires comparable feasible alternatives and a change from negative to positive; newly achieved feasibility is reported separately. Illustrative costs of 120, 90, and 110 for household, firm, and network become 40, 57, and 50 under changed assumptions, demonstrating possibility without estimating actual performance. If a reorganized firm reaches 28 against the household’s 40, the same rule favors the firm. Static ranking also differs from choosing a dynamic migration path, because commitments, learning, switching, and interruptions affect subsequent states. MavGit supplies the engineering mechanism through MavIntent, MavPi, MavSVG, and MavPLC. MavIntent specifies the desired change, constraints, and acceptance conditions; Current Stable carries sufficient operational state to continue production; MavPi preserves accepted results while repairing remaining deviations; MavSVG establishes jointly identifiable interface objects; and MavPLC executes mature events, permissions, and transitions. Independent workshop versions limit shared mutable business dependencies, reducing simultaneous failures and the number of parties whose consent a local modification requires. This architecture does not abolish operating systems, databases, interfaces, historical evidence, or human responsibility. Each former coordination activity must be classified as deleted, machine executed, transferred, or retained for judgment. Only that accounting can distinguish genuine process removal from concealed founder support or customer troubleshooting. Family advantage is similarly conditional: repeated commitments, shared stakes, reputation, and specific knowledge may reduce additional trust formation, while conflict, caregiving, opportunity costs, and voluntary exit still require attention. SI can expand the productive scope of this relational capital without making kinship universally superior. The theatrical test begins when Mother offers an empty bowl and the Paper Duke demands slides. Porter identifies a value chain obstructed by permission; Henderson’s architectural lens separates factories entangled by the dragon’s master cable; Jensen reveals Mother’s omitted midnight repairs; Merton’s option lens limits commitment to an informative trial; and Coase ultimately compares complete delivery under equal tools. These five perspectives organize decisions rather than confer academic immunity. Three formula hooks connect institutional analysis with transferable quantitative reasoning. Y=C+I+G+X−M states expenditure GDP, with G representing government purchases; consistent accounting does not guarantee full employment or adequate household income. MV=PY relates money, velocity, the price level, and real output under matching conventions; it alone cannot identify whether automation caused a change in velocity. A=Y/H defines labor productivity using real output and labor hours, distinguishing active human work from elapsed waiting and unattended machine operation. π=R−C defines profit after complete costs, including maintenance and repair. V=FCF₁/(r−g) values perpetually growing cash flows only with compatible cash flow and discount definitions, matching periods, and r>g; temporary revenue growth cannot substitute for perpetual growth. Q=ΔU/Δt measures change in a predefined verified state value U, distinct from financial valuation V. Verification establishes evidence, not improvement: negative Q indicates deterioration, and promotion requires beneficial direction without violating constraints. Each relationship is recited three times, providing 180 recitations across sixty performances, while independent explanation, changed examples, and delayed unprompted application assess learning beyond repetition. The third act tests the entire production narrative: household lamps succeed, but orders vanish when customers lose wages. Lower production costs do not automatically reconnect purchasing power. A clinic’s paid trial restores this family’s local revenue without resolving every empty bowl. Ownership, income, public services, and buying rights therefore remain separate social requirements. The returning Duke, renamed Cloud, introduces another reversal: application teams can atomize while model, energy, infrastructure, and distribution power concentrate. Portable state and credible alternatives improve bargaining only when replacement capability, licensing, adaptation, and recovery remain feasible. Resource governance must also accompany autonomy. An agent receives a defined task, explicit spending ceiling, stopping condition, and authority boundary; operators distinguish money already spent from obligations not yet settled. Faster execution can concentrate consequences even as staffing shrinks. Continuing an experiment therefore depends on verified new information and remaining capacity to absorb failure, not merely cheap tokens or additional loops. This makes bounded exploration compatible with human purpose without restoring mandatory inspection of every generated line of code. Empirical evaluation should compare matched family and nonfamily teams, distinguish founder expertise from ordinary partner operation, and follow demand, construction, publication, authorization, use, repair, payment, and repeat purchase. The principal outcome is full cohort cost per sustained accepted delivery, including unsuccessful candidates and support, alongside human hours, waiting, recovery, and responsibility. Seven dramatic sections and twelve additional work chants combine bluegrass, marching snare, trap polka, comic villains, family role play, synchronized text, diagrams, and movement. Their educational proposition is testable, not guaranteed by performance counts. The governing conclusion remains accountable autonomy: Coase’s scale survives, technological weights change, and every kitchen must deliver, count, repair, and answer.