| What this article describes is not micormanagement. It is more about company leaders imposing their will on the company's products. From my experience, this is false: "There is a natural limit to when micromanagement makes sense. Once a job, or a company, becomes too complex or too big, it becomes that much harder to gain the visibility and time you need to stay expert. This is a real danger zone for would-be micromanagers. You just don’t have enough time in the day, or energy in the belly, to keep up at the pace that is necessary. Either you embrace the principle of selective micromanagement, or you go down trying to do what cannot be done." Of course there is no limit, just add another layer of management. They now micromanage their subordinates. This is why there is a CTO, then a Software Director, then managers of different groups, and then technical leads. In my experience a completely flat structure doesn't last. Promotions are necessary to maintain talent and ensure employees are held accountable. My feeling is the majority of company success is from top down leadership and vision. A company needs a vision and goals and the employees need to own a piece of that success or failure. |