Once a structure is in place and a firm is accomplishing its goals, the measure of success for an even better future may involve some re-structuring. Fixed positions often entrench existing thinking patterns.
The enemy of creativity: "if it ain't broke, don't fix it" is where an organisation ends up coasting, since, if it is doing well, nothing needs fixing. Seeing itself outwitted by competitors, the organisation bogs down in tradition, unable to escape bureaucratic controls, can lack the creative thinking that motivates and changes the fixed positions of cg. Self preservation of important positions at pivotal junctures often prevent the lubrication of alternative more fluid ideas that can energise organisations.
The workforce that creates the product, from inception to market (as the workforce surrounding Steve Jobs in Apple), is on a level playing field: with the least possible structural interference by corporate governance.
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