Reinventing Management at the Mashup: Architecture & Ideology

Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure.  First, they are inertial.  They are frequently caught out by the future and seldom change in the absence of a crisis.  Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Absent the bloodshed, the dynamics of change in the world’s largest companies aren’t much different from what one sees in a poorly-governed, authoritarian regime—and for the same reason:  there are few, if any, mechanisms that facilitate proactive bottom-up renewal.

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