A framework I sometimes use is the ultinate goal of an individual or organization : metric maximization, or pain minimization.
Pain minimization is defensive and has value in A. surviving mode (threat of dying soon) or B. defeat (it's lost so it as well may go smooth). It also is a natural movement when C) constituents don't care about the future of the company.
Metric maximization is by definition painful and has value on the offense, especially when trying to i) enter a new market or ii) create something new. Less frequently, it is the mark of iii) an organixation, even at scale, eager to imprint its mark on the world.
Companies, especially when they increase in size, tend to go on the pain minimization route, i.e "retain most of my legacy advantages and never disrupt anything else". It also pleases the people in the organization not fit for change, or not giving a damn on the future of the company.
When I was young, in my twenties, I decided to leave a job solely because my boss told me "it's just a job". If it was, then the amount of care I was putting into that job was disproportionate. And I did not want to pursue useless things.
Renault recently released they were functionnaly driven by consultants. They were very obviously going the pain minimization route, and unable to innovate. Tesla won, and french economy is in shambles.
Time to build.