The ABC² framework arises from Conway's law: «Organizations in which design systems are constrained to produce designs that are copies of the communication structures of these organizations.»

Later observations showed that this law tends to be bi-directional: If you want to change the organizational structure, you must refactor the product architecture to avoid the persistence of old dynamics.

Agile product architecture wants to enable the business strategy, so every change in the Business Strategy must simultaneously be reflected in the organizational structure and the product architecture. How can we craft continuously innovative products and agile organizations for business excellence?

Business Strategy is a long-term plan of action that outlines how an organization will achieve its goals, build competitive advantage, and allocate resources to sustain and grow in its industry.

It involves understanding the external market environment, defining core objectives, and setting a clear path for executing them.

An Agile Architecture enables "the ability to move and change direction quickly and with ease," according to Alistair Cockburn's definition of Agile.

Modularity, known-stable interfaces, innovation and continuous refactoring support it.

The organizational design approach starts with competence, which is a really strong constraint. Learning a new skill takes time and the willingness to invest energy. It can't happen overnight. It's a constraint you need to accept. «You've got to play the game with the cards you get.» From that, you need to establish a genuine and effective collaboration.