Disruptors Don't Play By The Rules

This document discusses how today's organizations are still structured like the rigid, hierarchical military model of the past and are unable to change and adapt as quickly as disruptive new companies. It argues that transformations in large organizations take too long and often outlast the leaders who initiated the changes. However, the document provides examples of how some companies have been able to effect cultural changes through small, experimental tweaks rather than forced, top-down overhauls. These "culture hacking" techniques include unlimited vacation policies, collaboration, empowering small teams, and identifying and empowering change agents within the organization.