The speed at which an organisation can move on its landscape divided by the speed at which the landscape itself moves; below 1 the ground outruns it.
Fitness is a rate, not a strength. Above 1 an organisation can choose its next peak before the ground chooses for it, and below 1 every strategy turns into a reaction to a landscape that has already moved. That is why the risk inversion arrives faster for some organisations than for others.
Four levers move the ratio, and software touches all of them. The sensorium is an organisation’s peripheral vision for weak signals (Day and Schoemaker, 2005). Spontaneous task forces form on urgency outside the org chart and need loose coupling, so that a part can move while the whole stays stable. Networks across organisations let an ecosystem share its sensorium and move further together. And rhythm matters as much as speed, because firms that change on a regular beat outperform those that change irregularly, even when the irregular ones change more (Klarner and Raisch, 2013).
For a ministry or a city this is the practical form of ambidexterity. An administration cannot outrun every technology cycle, but it can own its rhythm and borrow exploration from its ecosystem. See Software as organisational Change (F-002).