This all, imo, is simply a trust problem primarily from leadership. Leadership does not trust the grunts to do productive work. So in order to make sure productive work is done, they build elaborate systems of cases, reviews, meetings, planning, scheduling, fighting, readjusting when the schedules are invariably missed, and finger pointing. All almost always completely devoid of input from the grunts.
The middle management problem is they are right in the worst place possible. They are removed from the actual work being done so they don't know what it actually takes to do anything and they are blamed for things not accomplished. Further, they are rewarded for every little stupid thing done. It hyperintensities them to do lots of small safe initiatives and vehemently oppose anything with any sort of risk. All while being almost completely disconnected from what actually needs to be done.
This all leads to a culture meant to squash innovation. Middle management isn't rewarded for implementing a grunt's idea, they are rewarded for delivering CEO initiatives. Anything that takes time away from that is seen as waste.
The middle management problem is they are right in the worst place possible. They are removed from the actual work being done so they don't know what it actually takes to do anything and they are blamed for things not accomplished. Further, they are rewarded for every little stupid thing done. It hyperintensities them to do lots of small safe initiatives and vehemently oppose anything with any sort of risk. All while being almost completely disconnected from what actually needs to be done.
This all leads to a culture meant to squash innovation. Middle management isn't rewarded for implementing a grunt's idea, they are rewarded for delivering CEO initiatives. Anything that takes time away from that is seen as waste.