> Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure. [0]
But I think OP is implying the opposite, sort of a reverse-Conway. That the narrative of their product affected the structure of the company.
Yes, you both are right. The duality of Conway's Law, especially in reverse, is fascinating to consider. This could indeed extend to the realms of the narrative Blizzard perpetuates not only through its products, but also within its internal culture.
As the (slighly modified) quote from Alan Moore suggests "Artists use lies to tell the truth, while (corporate) politicians use them to cover the truth up.", the stories we tell have power. They shape our understanding and, in turn, our reality. In Blizzard's case, the mythology and narratives within their games may have started to mirror the internal dynamics of the company.
It's plausible that the leadership and upper management, continually immersing themselves in the game narratives they produce, might unconsciously influence their hiring and structural decisions. This could result in an organization where individuals who align with these narratives are more likely to rise through the ranks.
This might not be a negative thing, were it not for the obvious issues of thus who seek power in their stories having usually conflicted psychology. Rather than a healthy reflection of the company's product, we're seeing the darker aspects of their game's narrative permeating the company's culture.
It's a strong reminder that life imitates art and vice versa.
