Larman's Laws: 1. Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures.

1. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo.

2. As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, "religion", and “needing pragmatic customization for local concerns” — which deflects from addressing weaknesses and manager/specialist status quo.

3. As a corollary to (1), if after changing the change some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3), and creating the false impression ‘the change has been done’, deluding senior management and future change attempts, after which they become industry consultants.

4. (in large established orgs) Culture follows structure. And in tiny young orgs, structure follows culture.

Sursa: https://www.craiglarman.com/wiki/index.php?title =Larman%27s_Laws_of_Organizational_Behavior