I think there's a specific problem in here; outputs are concrete, outcomes are more abstract. All of the decision-making on how to achieve the outcome needs to

I think there's a specific problem in here; outputs are concrete, outcomes are more abstract. All of the decision-making on how to achieve the outcome needs to sit low-down in the team doing the work, which is going to be fine (and ideal) in some situations, but terrible in others. Decisions should definitely be taken at the lowest point possible in the organisation, but they also need: - pretty complete domain knowledge - all the relevant information - to not conflict with decisions being taken elsewhere. As an obvious example, if you task the team who "own" the login page with an outcome of "50% fewer account lock-outs due to forgotten password", there are good ways and bad ways of achieving that outcome. Crucially, do they have enough knowledge / information / decision-making power to decide that a "reset password link sent by email" type feature is OK from a security perspective? That it won't conflict with the registration team's outcome to increase sign-ups (because they're thinking of doing away with requesting email)? What about an opportunity to allow people to sign-in on the web via the app (via QR code, a la many challenger banks) - this team doesn't "own" the app, how do they do that? Having small teams is wonderful if the teams can be autonomous. If they suddenly need lots of outside co-ordination and discussion to ensure that their deliverables for outcomes don't tread on the toes of other teams, then they're coupled up again like a larger team and effectively lose the autonomy. The role of management is exactly to provide this autonomy by pre-supplying the co-ordination and ensuring the work requested from the various teams makes sense as a cohesive whole. You generally can't delegate high-level business outcomes like "increase profits by 10%" to a single team, or multiple teams, without that level of agreement or co-ordination.