Every organization must develop appropriate mechanisms for survival and success in the disruption vortices. This is true for both an organization born into a world of disruption – a digital world – and for a legacy organization adapting itself to such a world. Sometimes the legacy organization, forced to embrace change in order to survive, will develop superior mechanisms to those developed by companies born into this reality, who have never had to weather adversity.

The mechanisms need to be expressed in three central axes that course through the core organization, the legacy organization:

1. The strategy/technology axis

2. The technology/human capital axis

3. The human capital/strategy axis