I think that some of the lessons from the book Essence of Decision might be relevant. A challenge I've seen in management-heavy organizations is that the many

I think that some of the lessons from the book Essence of Decision might be relevant. A challenge I've seen in management-heavy organizations is that the many layers of management largely function to make good management impossible. The many layers of command between ICs and the source of many decisions means that the people responsible for relaying information up the chain of command are incentivized to put their own spin on information as they relay it, in part in order to help secure their own positions within the hierarchy. The other side of that coin is that the many layers of communication between senior decisionmakers and what's actually happening on the ground mean that the information they get is often of insufficient fidelity to support accurate decisionmaking.