Looking at Zimki in terms of Empire Theory, coordination was strong between Simon the CEO (live, high) and his team (live, presumably mostly mid and low players), but not with the board of the parent company (dead, out). This led to them removing the borrowed power he was using to pursue his (live, strategically sound) direction.
…he’s just a good example rhetorically, because he invented this whole mapping thing. He exemplifies a trap that many of us, certainly including myself, can and have fallen into: developing the perfect solution, but seeing it fail solely because of inertia, politics, people, and — you guessed it — power.
…o normally chaired the board meeting then I was annoyed at being blindsided, the choice and myself. Somehow, in my zeal to create a future focused on user needs and a meaningful direction, I had forgotten to gain the political capital I needed to pull it off. I might have created a strong purpose and built a company capable of achieving it but I had messed …
…I were more skilled, I could use maps to steer my team and organization to where we need to go. But I would produce a simple, incomplete, but telling example to the contrary: Simon Wardley’s own history with mapping. In the narrative portions of his book, he sometimes says that he had difficulties with socio/political power + capital in executing his strategies, e.g. at Zimki:
… programming. Who am I to decide which language every other programmer should learn and build with? In my favor, one of the greatest aspects of web development in the 21st century is the expression of opinions so strong they are worthy of becoming Web standards.
…in the past, but open source as a child of monopolies has not been explicitly linked. In this view, large companies use open source development as a means to increase their already significant presence in strategic areas of technology. For these companies, investing in open source development is a strategic decision designed to suffocate competitors and reward partners.