Kane Mar, author of Structure & Power, has 20+ yrs helping teams at Microsoft, Capital One, Commonwealth Bank & ATO. 5-star rated Scrum trainer teaching CSM & CSPO.
The job of the modern developer is no longer to act as a manual line-by-line fabricator, but rather to function as a strategic director, guiding a coordinated pool of automated agents that execute.
In mid-2026, that basic industry assumption has broken completely. The marginal cost of software creation is collapsing.
When AI assistants first entered the software development lifecycle, a collective sigh of relief echoed through the senior engineering community.
The transition to an intent-based economy is not a binary switch, but a predictable, four-phase chronological progression driven by code construction, unit economics, and organization design.
How a casual adjective from 2004 became middle management’s favorite tool for process overproduction.
When I first started working with AI coding agents, I ran into a very specific frustration.
Throughout this book, I have explored the profound impact that organizational structure has on an organization's ability to innovate, adapt, and succeed in a rapidly changing world.
Valve Corporation, the company behind popular games like Half-Life, Portal, and Steam, is often cited as an example of how the Valve corporation organizational structure might evolve in the future.
I first wrote this section, below, about 9 months ago and it's interesting to see the conflict in workplace dynamics that's now playing out.
In the early 2010s, DBS Bank, one of Southeast Asia’s largest financial institutions, faced a critical juncture.
I've never been a big fan of maturity models, as I often find them too abstract and the boundaries between stages feel arbitrary.
This weeks post is one of my favourite case studies.
Ørsted’s transformation from a fossil fuel-based energy company to a global leader in renewable energy is a compelling example of how structural and cultural change can drive long-term sustainability.
"Disruption is a process, not an event."Clayton Christensen
Last weeks blog on predicting resistance was about how power structures within organisations are likely to respond to change.
A law to describe organisational behaviour is only as good as the predictions that it allows you to make.
I had a few helpful responses to my question last week about whether I should start chapter 8 with a story or with some analysis, and thank you to those who took the time to reply.
Part 3 of the book looks at structure, what the means for innovation and what reasonable expectations can we have about the behaviour of the organisation knowing it's structure.
Chapter 7 of my book deals with innovation and structural flexibility.
This is from Chapter 6 of my book which discusses the relationship between the structure of an organisation and it culture.
