September 15, 2003
Open-sourced in its entirety, this insightful, forward-looking piece of analysis comes from a surprising source: The Department of Defense.
From chapter 1:
Moving power to the edge implies adoption of an "edge organization," with greatly enhanced peer-to-peer interactions. Edge organizations also move senior personnel into roles that place them at the edge. They often reduce the need for middle managers whose role is to manage constraints and control measures. Command and control become unbundled.
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