This blog post is a better case study than any HBR or consulting firm study I've read because the author has a grasp of each of the technology, governance, and

This blog post is a better case study than any HBR or consulting firm study I've read because the author has a grasp of each of the technology, governance, and economics of the problem. Purely economic or political models of organizations assume you can just reform one to align with incentives, but tech is a physical limitation, it's the new inescapable geography. The companies and institutions I've encountered all essentially say, "We want success but without change," and then wonder why their initiatives fail. The point about "Agile" being a euphemism for "trust," is huge. Startups can be farcically naive (or cynical to the point of evil) about how trust in organizations works. C&C enterprise structures don't scale, and they become immensely vulnerable to challengers as a result. This article reminded me of the opportunity that large companies create, like stored potential energy in the form of opportunity costs. It's like a kingdom spread so widely that a small raiding army can feed itself on what these companies left undefended while planning campaigns. How much of this article is true for the rest of the Fortune 500?