How companies will be organized in the future

What do the findings in this book suggest about how companies will be organized in the future in order to
encourage the development and support of disruptive technologies? Should large organizations with structures
created around functionalities redesign themselves into interconnected teams, as some management theorists
currently believe? Or, recognizing that different technologies and different markets have differing needs, should
they try to have distinct organizational structures and management practices for different circumstances? Is
this realistically possible?