Organisational drift isn't a new thing:
In Sheldon Messinger’s analysis of an old-age pressure group formed in the 1930s, the Townsend organization, he shows how the organization managed to stay alive by transforming its political goal of increased support for the aged through a radical economic plan into social goals of fellowship and card playing and fiscal goals of selling vitamins and patent medicines to its members. The unanticipated consequence of fund-raising techniques based on selling items, rather than political programs, was to turn the organization into a social club. The changing social and political scene also, of course, produced a change in goals. In a somewhat similar vein, Joseph Gusfield shows how the Women’s Christian Temperance Union (WCTU) had to abandon its attack on drinking per se after prohibition was repealed and change to an attack on middle-class mores and life-styles in general, in order to serve the needs of its members. Mayer Zald outlines how the Young Men’s Christian Association (YMCA) changed from helping poor migrants from the farm or abroad, who found the city a fearsome experience, to providing recreation for middle-class suburban youths. The Christian ethics of the early period, designed to sustain the faith of helpless people, gave way to a bland ethic of the American way of life; the practical help and training changed from information and techniques for survival in the urban jungle to physical culture and recreation for youths and adults with leisure time on their hands. In both cases, the organization survived the environmental changes and found a new mission.
-- Charles Perrow, Complex Organizations (1972, 1979, 1986)
https://www.worldcat.org/title/complex-organizations-a-criti...
The period described largely spans the first half of the 20th century.