Software as organisational Change: the thesis that enterprise software is not a tool that supports change but organisational change itself, in executable form.
If the gap lives in the operating system, the carrier of change must install into the operating system. The evidence is strongest in medicine, where decision support embedded at the point of decision improves care across hundreds of trials, and where effectiveness depends on design: advice inside the workflow, at the moment of choice. The principle generalises.
SaoC is the enterprise version of what pattern-breaking founders do with inflections: not pushing harder against the status quo, but harnessing the one moment when new behaviour is natural. In an enterprise that moment is software adoption, the one change an organisation expects and budgets for. Wu wei: do not force change against the grain; ride the inflection where change wants to happen anyway. The companion essay is in preparation.