This paper will test a basic hypothesis of organizational change management: do people, process and technology have to move together in the same direction to drive change? It will argue that technology can drive organizational change and it will outline the inputs necessary to do so. It will further demonstrate that a group does not need to "own" the work to transform the work. It will articulate a bold approach to the routines and rituals required for agile technology development to translate into incremental organizational changes. Most importantly, it will challenge its readers to re-think their methods of driving change with construction and design resources in an ever evolving race to construct the fastest data delivery network.