Larger scale, more components, sometimes leading to the creation of new divisions or whole new businesses. GKN, a British industrial conglomerate, solved a manpower problem by renting out underused engineers, found it payed, and turned it into a new business. Don't be afraid to borrow, imitate, and shamelessly copy. And reward the people who do it successfully. Appoint a chief memory officer with the clout to make herself heard.
Dynamic stability is easier to manage with indigenous assets.
Eighty percent of the 450 Fortune 500 companies that implemented Japanese-style quality circles on the 70s and 80s quickly abandoned the idea they'd have been better tinkering with what they already knew. Southwest has kludged its way to become one of the US's largest airlines, and Cisco Systems is a very adept kludger only acquiring small high-growth companies that fit the culture and live nearby. Chaos, cynicism and burnout are counterproductive. By pacing change, and by stopping from time to time for a cup of tea and some quiet tinkering, companies can achieve change that succeeds. Transformation III fire-fighting Yep.