This is “Collins on Discipline, part 1 of 3”
I’ve been in middle management and I found that I spent most of my time explaining to the troops what upper management was doing and why. On the other hand, I tried to spend time letting upper management know what the troops thought. That never went very far. Somehow, I came to believe this was deliberate.
If the mission is simple and clear, if there is an open line for brutal honesty and creative debate, and if the right people are in the bus, then there should be no need for a complex org chart.