If performance measures provide the economic understanding of management, then the structure of the organization defines the sociology or anthropology (i.e., culture) of the enterprise.
The reality is that many companies that have gone through the reengineering effort (often a Trojan horse for downsizing) have lost considerable intellectual wealth, because they restructured for the
wrong reasons and had no knowledge management system to guide their judgments. For some companies, it may be a matter of unlearning the recent practices that have now stagnated innovation and relearning or rediscovering their heritage and sense of purpose. Is that radical? I’m not sure it need be; but it is not just continuous process improvement either. For each organization, it would be different, for knowledge is what makes each organization unique.