The article I think misses reasons for keeping the different business units separate (assuming they are indeed BUs). They can act as the smaller “agile” companies in their own markets that the author seems to say can get a lot more done. Who cares if there’s a lot of duplication. There’s a huge human reason to keep these separate: autonomy. Nothing sucks more than being stuck in org bureaucracy for years never solving a customer problem, watching the smaller poorly funded competition do better. You’ll never retain talent doing that, which frankly is the real issue large companies struggle with. And you’ll never satisfy customers when reuse and not quickly solving customer problems is the priority.

Consolidation and “reuse” is often the problem, not the solution.