http://www.ianlivingstone.ca/2015/11/17/enabling-autonomy/
The drastic increase in the importance of knowledge workers has turned traditional management structures and philosophy upside down. Previously, all of the information and authority was centralized in management and workers simply operated according to some proscribed procedure with limited ability to make their own decisions. However, the rise of the knowledge worker such as developers, designers, and product managers has thrown these structures out the window as they've proven unable to deliver incredible products and technology.
The new name of the game is enabling teams to operate autonomously and build towards a vision that is seeded by the leadership but authored by the team. How do we enable teams to operate autonomously while ensuring that they are held accountable? How does this change as organizations grow? Why does this matter and what are the results?
40. ENABLING AUTONOMY
DUPLICATION IS OKAY — THAT’S NOT THE PRIMARY CONCERN
‣ We often focus on building the perfect code bases
‣ We try to have one way of doing things
‣ This is important, but don’t attempt to control it through your
org chart
‣ Build a culture of eventual alignment and executing on your
vision