This understanding about the relationship between structure and power, and the how a company innovates is only useful if we can make some reasonable predictions and observations.

In the context of Kane’s Law, power refers to the ability within an organization to influence decisions, control resources, and drive strategic direction. It is not simply about formal authority tied to titles or hierarchy, but rather how decision-making authority is distributed within the structure of an organization and how this authority enables or constrains individuals or teams to act, innovate, or adapt.

Kane's Law and Corollays.

Proposing Kane's Law: "The structure of an organization dictates the distribution of power, decision-making authority, and the organization’s capacity for innovation or adaptation. Without addressing structural patterns, efforts to change systems, culture, or power dynamics will be superficial and ultimately unsustainable."

Over the past several weeks, I’ve been digging into themes around organizational structure, resistance to change, and the obstacles to transformation. I started with Larman's Laws, then moved to Conway's Law, and most recently covered Ken Schwaber’s article "Scrum is Hard and Disruptive." Each one echoes variations on a similar theme. Now, it’s time to examine how these ideas align—and reveal the core barriers to meaningful change.

In "Scrum is Hard and Disruptive," Ken doesn’t sugarcoat things. He argues that Scrum isn’t just a tool for boosting productivity but a disruptive force that intentionally surfaces the messier aspects of organizations. It’s designed to expose inefficiencies and outdated practices—areas most companies would rather avoid.

Conway’s Law and Larman’s Laws of Organizational Behavior both explore the relationship between an organization's structure and the outcomes it produces, particularly in terms of system design and the success or failure of change initiatives like Agile transformations. There is absolutely some commonality between both Conway's Law and Larman's Laws, but how are they similar or different?

What is Conway's Law? Conway's Law, formulated by computer scientist Melvin Conway in 1967, states: Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.

7 unexpected or controversial implications of Larman’s Laws of Organizational Behavior.

Agile transformations often encounter significant resistance. This resistance can come from various levels within an organization—senior leadership, middle management, or even the teams themselves. Understanding and overcoming this resistance is crucial for the success of any Agile transformation.

In this article, we will explore why Larman’s Laws suggest that structure always wins over culture, delving into the nuances of organizational theory, the practical implications for businesses, and the strategies leaders can use to align structure with desired cultural outcomes.

This article explores the complexities of middle management in Agile environments, understanding the challenges they face, the potential for resistance, and the strategies needed to engage them as champions of change. By understanding these dynamics, organizations can better navigate the complexities of Agile transformation and harness the power of middle management to drive meaningful and lasting change.

The ability to lead effective organizational change is a critical skill for managers and executives. Agile frameworks, particularly Scrum, have shown significant promise in transforming how teams operate, innovate, and deliver value. However, driving true organizational change goes beyond merely adopting Agile practices; it requires a deep understanding of the underlying dynamics that can either propel or derail these efforts.

This article looks in why Agile fails in these contexts, drawing on the insights provided by Craig Larman’s Laws of Organizational Behavior. These laws offer a sobering lens through which to view the often overlooked or misunderstood obstacles that impede Agile’s success.