6/ Attempts to create an inner, faster tribe will lead to ostracization from essential support function.
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7/ Only way to resist that is to create a "full stack" internal tribe with independent soup-to-nuts capability, not just P/L.
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8/ This is impossible in a sufficiently old company because years of cost-discipline ==> shared services. You can't pwn an entire function.
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9/ You could try "internal vertical integration" -- resist the allure of efficiency, keep redundancy.
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10/ If marketing, say, hasn't been consolidated and centralized, one marketing node could be pwned exclusively by disruptor tribe
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11/ This means a CEO who wants internal disruption will have to sacrifice *margins* by forgoing organizational efficiencies.
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12/ i.e., keep the company structure a set of vertical, redundant flows, 1 per product. Build pay-for-redundancy into business model.
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13/ There is a CS metaphor here: run every product inside its own VM. Only bare-metal functions are corp. governance ones (legal, cap table)
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14/ People don't realize how powerful VM ideas have gotten since VMWare. Check out Bromium for MicroVMs for instance.
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15/ VMs as a management metaphor means your *2nd* product is the one that determines whether your company has disruption resistant DNA
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17/ Why are VMs the right metaphor? You can run each product on a different tempo based on life-stage.
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18/ This can only work if you adopt Amazon model of focusing on free cash flow rather than margins. Why?
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Platformizing internal svc is ok, participation/usage should be non-mandatory, sold internally on merit, i.e. prod mgmt/sales inside VM
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another thought from epidemiology: Monolithic/optimized/centralized systems are prone to rapid propagation/cascading of failure
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