The sort of blind obedience required in traditional command and control hierarchies no longer protects organizations from disastrous decisions. When industries adopted this model of governance and management, only a very few were educated and networked enough to make decisions of strategy, tactics, and operations. This old dynamic dooms the fate of a strict hierarchical organization: it’s rigid, feeble, and inept.
Now, the wealth of knowledge and models of ingenuity spring from everywhere in an organization. Constant process reexamination and deliberate product retirement bring success to those companies that believe and practice it.
Fear of change because it is change is no better than change for its own sake. Neither of these biases yield acceptable returns when implemented.