By Edo Segal
The org chart I drew on a whiteboard in Trivandrup was wrong before the marker dried.
Not wrong in the way org charts are usually wrong — missing a dotted line, misplacing a contractor. Wrong at the level of physics. I had drawn a hierarchy to govern a team that was about to operate at a speed no hierarchy could process. Three layers of review for an engineer who could ship a working feature before her reviewer finished coffee. I did not know it was wrong. I had drawn org charts like this for decades. They had always worked. The water I swam in was management-shaped, and I could not see the glass.
Stanley McChrystal saw the glass — and shattered it, under conditions where the penalty for organizational
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