ABSTRACT
The Introduction began the story of how six different "eagle" organizations in a row lost bids to build a second generation satellite system to one it had built and operated highly successfully for years. This chapter first concludes the story and offers a likely reason for its unexpected conclusion. It then focuses on unstated assumptions and other hidden barriers that need to be surfaced and challenged before an excellent organization can effectively change its direction and remain excellent. Although each of the winning archiectures was for a quite different purpose, one of the winners was notable, not for its technology, but for the insight it showed into the real problem. In this particular case, the Congress as its client required the new satellite system to meet what it perceived to be almost identical needs of four incumbent systems built by four different space-oriented agencies.
