This is the road to bullshit. Of course no manager or CEO will admit that their team/company is that. Admitting technical non-excellence is nearly impossible. Organisation inadequacy... impossible.
So the best course of action is to pretend your organisational methods are really just software architecture... and back to square one.
If you are a dumpster-fire S&P500 company CTO and there is a new shiny thing that would actually improve things, you are probably more capable of redefining that new term into the horse-shit you are currently doing; than actually do it.
When he helped set the tone for the Zen architecture he took AMDs existing people, set them on a more aggressive path and one of the cardinal tenants was you could not cheat on the interfaces. This is one of the nuggets you can pull from his interviews.
It's possible. It happens. And the end results can be industry changing.