The author writes: > Just like with software, where deep understanding is often the basis for discovery, an organization has to truly understand itself to be p

The author writes: > Just like with software, where deep understanding is often the basis for discovery, an organization has to truly understand itself to be primed for innovation. When teams operate as impenetrable black boxes, vision becomes myopic, and potential withers. Despite having immense talent, the large engineering organizations of SV often structure themselves in ways that isolate expertise. As a result, they’re probably sitting on a huge amount of untapped potential – creative and technical ideas that never connect. Then continues: > If you’re building a company or an engineering team today, I think the real opportunity lies in understanding that you’re not bound by the conventions that have been passed down as “standard.” It feels like there would be very few people who would have bota (a) a deep understanding of the different ways that software devs can be organized and (b) the conviction to “compose” a radically different organization based on that understanding. (Bryan Cantrill is popping into my head for some reason as someone who might fit this mold.)