To create an integrated product suite, Cisco dismantled divisional silos and restructured into a platform-based organization. An org chart directly dictates product architecture, so leaders must design their organization to produce the desired integrated outcome, not just individual products.

Experian uses a federated model where central functions like technology set global standards for security and governance, while regional CEOs adapt products to local economic contexts and regulations. This balances efficiency with market relevance.

To accelerate AI adoption, Block intentionally dismantled its siloed General Manager (GM) structure, which had given autonomy to units like Cash App. They centralized into a functional organization to drive engineering excellence, unify policies, and create a strong foundation for a company-wide AI transformation.

To ensure governance and avoid redundancy, Experian centralizes AI development. This approach treats AI as a core platform capability, allowing for the reuse of models and consistent application of standards across its global operations.

To create a cohesive product across multiple teams, GitHub uses a framework that forces alignment upfront. By ensuring all teams first deeply understand the problem and collectively identify solutions, the final execution is naturally integrated, preventing a disjointed experience that mirrors the org structure.

To operationalize AI, move beyond a tech-only committee. Sensei created a trifecta of the Chief Human Success Officer, VP of Finance, and CTO. This structure ensures AI initiatives are evaluated based on their impact on people (HR), financial viability (Finance), and technical implementation, creating a holistic roadmap.

While Experian's tech CEO aims for consensus, he makes final decisions based on a clear hierarchy of principles. He will override his team's recommendation if it compromises a core value like security, even if their choice is more economically sound.

According to Experian's tech CEO, the most contentious decisions involve enforcing standards by retiring tools that developers and clients love. These migrations are costly, create friction, and require careful, consensus-driven planning to manage the human element of change.

Block restructured from divisional GMs to a functional organization (Engineering, Product, Design) across all brands. This creates a single shared roadmap and forces alignment, enabling cross-unit collaboration that was difficult when incentives were siloed in separate P&Ls.