The organisational-scale gap: firms that can recite ambidexterity and still fail at it, because the gap lives in the operating system, not in individual heads.
Organisational ambidexterity is among the most validated ideas in management science, and the Innovator's Dilemma persists three decades after Christensen named it. Even perfect knowledge transfer does not survive contact with organisational routines: structures, incentives, governance.
A second, quieter force keeps the operating system frozen: status-quo bias. Doing nothing feels safer because the costs of change are visible and attributable while the costs of standing still are diffuse and deferred. When the outside world accelerates, the calculus inverts and the status quo becomes the biggest bet in the portfolio. Closing this gap is therefore a courage-and-alignment problem as much as an engineering problem. The remedy is Software as organisational Change, measured by AOA.