Lesley, thank you for sharing your experience and comments. I think I agree with aspects of your point here -the market drives change. Our view is that what is often abandoned is one or the other side of the structural pendulum. You point to one side of this dialectic. Our point is organizations swing towards change to increase their market value and swing back towards legacy pursuits in a downturn, i.e. values, best practices, core business models. You also point to the powerlessness of the people to make structural change, while yes, it may be challenging to change the manifest organizational chart, the actual organization dynamics are rarely accurately portrayed there in, and I would argue what matters most is what is actually going on within the management tiers, which the CEO is only partially aware of. And yet whether CEOs like it or not, their organizations are going through unprecedented changes because of chaotic market conditions which in turn impact the way things get done within their management bureaucracies. Our thesis is that we can influence the legitimatization of new power structures within the organization at and below the CEO level of the organization. Our path is one focused on faster decisions making and in so doing effectively transforming implicit power into explicit authority structures. Furthermore, these must be back by new empirical models of performance reviews, talent development, and employee experience design and therefore we restructure the organization to swing in a more humane and conscientious way with these type of interventions. Hope that is clarifying!