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I do enterprise consulting for a couple of years, the kind of organisations that buy Oracle or MSDN licenses without thinking twice about it.

The best I have seen were mini-silos that managed to de-couple themselves from the org chart.

However I also have seen that it hardly lasts more than a couple of years, because as soon as someone noticed the success of the business unit they were re-integrated so that they could teach the reasons for their success to others.

You can imagine how well did they usually fare afterwards.

Most places buying these process frameworks are enterprise shops where that absolutely is NOT the norm.

Wich makes it all a glorious Catch 22.

These companies, that rely completely on software, are unable to make the required leadership changes. It’s cultural.

In my experience, it most definitely is not.