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4/ Fundamental "logical" conclusion of the book:

To *force* an organization to produce micro services (the epitome of software development) and not to risk a monolith (because those are the only two options that exist to man) one must create an organization that mimics micro services by eliminating as much cross team communication as humanly possible.

An organization that cannot communicate is the optimal organization.

Such an "optimal" organization consists of teams full of drones that do what what they're told, have no need to understand the broader context in which they exist, and that don't have the "cognitive overload" of integrating that context into their work. They will NOT (unless carefully orchestrated) communicate with anyone outside their bubble.

This is optimal because reasons.

It is a made up intellectual exercise that undermines decades of proven progress in software development, creating countless silos with all the associated problems. It is anti-agile, anti-devops, anti everything, and they don't even realize.

The rest of the book is other peoples work.