Instead, the answer lies with middle managers. Within a company, they are, in the first place, numerous enough to cover the entire range of operation; and, in the second place, very close to the problem we’re talking about—namely, generating internal resources and consuming those resources. For middle managers to succeed at this high-leverage task, two things are necessary. First, they must accept the inevitability of the hybrid organizational form if they are to serve its workings. Second, they must develop and master the practice through which a hybrid organization can be managed.
