The role of software in reproducing organizational designs is a fascinating topic. When organizations adopt ERP, or Office, or buy into the Salesforce ecosystem, or use Jira, they are also adopting organizational designs. I think this plays a similar role to consultancy. By adopting software, organizations are implicitly learning about common practices and internalizing industry knowledge.

As for the adoption of LLM-centered workflows, I suspect that the end goal is not having a great new product that does everything better as is often claimed. I think the end game is making organizations dependent on the vendor. That might backfire depending on how the ecosystem evolves in terms of subscriptions to "frontier" vs open-weight models running locally. I am watching keenly.

I think there is a lot to be said in expanding Conway's analysis, and there is a lot of literature on related topics using terms such as "socio-technical systems" and some other venues in organization science that have a similar approach by other names. I think Giddens' ideas on structuration in sociology could be of interest to you.

Anthropology, archaeology, and ancient history all have some great texts on the development of complexity over time, how it grows and how it collapses and why. In fact the first reference to Giddens' work I read in a fascinating little book about the development of complexity in Ancient Greece via practices of feasting, by Small. Also of course the work of Cline on the Late Bronze Age collapse, and Tainter on social complexity growth and collapse more generally, are fascinating.

I do tend to be fascinated by the study of the distant past but if you look up Giddens you can probably find books and adjacent writers that might help you reflect on Conway's article.