Yeah nah. (That's australian for I see what you're saying but you're wrong[1]). One goal of senior management is to try to determine an organisation's traject

Yeah nah. (That's australian for I see what you're saying but you're wrong[1]). One goal of senior management is to try to determine an organisation's trajectory and make decisions that put it on that trajectory in the hopefully medium to long term - but beware short term financial incentives. Junior management has the same kind of thing going fractal style. Bonus points if that trajectory doesn't work out (do you have one or more fallbacks?). While centralised decision making may enable the whole long term planning thing to be realised, in some situations it's not possible (e.g. medical organisation where you have to give substantial numbers of staff very high levels of autonomy) or desirable (e.g. where you need to make staff at the minimum feel that they're in control of their own destiny because for example they're difficult to replace). In fact regarding the second point, I was involved in a project a while ago where the goal was to improve the autonomy of steel workers in order to effect organisational improvement. So there's a whole movement in management which is being fairly widely adopted to avoid excessive centralised planning. [1] c.f. "nah yeah" - "what you're saying sounds very wrong but it's probably right"