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It's deeply flattering that you read to the end of my rambling comment, let alone referenced it! :) I happened to be exposed to that model at one of my first professional jobs, and it was such an incredibly effective and seemingly obvious organizational structure that I presumed it was normal. Every job I've had since then has just deepened my appreciation for the brilliance and skill of whatever executive team pulled that off, as I've realized just how rare it is. Fascinatingly enough, the organizational structure of that giant, traditional company bore a striking resemblance to how a software architect would approach designing a modern SOA on a cloud platform. And when the same principles of an SOA were applied to the design of the organization itself, the same communication structures, advantages, and trade offs emerged. Which makes sense. Organizations and software are incredibly similar systems, and the parallels between the two allow for pretty seamless transfer of principles, best practices, pitfalls, mental frameworks, optimization opportunities, and reference architectures between organizational design and software design. Which is probably one of the hidden strengths of tech founders and the companies they create, since they'll implicitly infuse their experience at software design into the way they design all aspects of their company, even if they don't recognize they're doing it. Which is a competitive advantage over traditional business leaders that likely only have exposure to standard organizational design practices/teachings. |