Creo (based in Vancouver, BC) used to be a company that tried to address this. The concept that was used was called "unit presidency". Each employee was empowered, expected, and trained, to make decisions as if
they are the president of the company. The principles behind making decisions were called "economic thinking" which the CEO used to say was everything he learnt in a Harvard (EDIT: or maybe it was Stanford) MBA distilled into the core principles. Basically looking at the ROI (Return on Investment) of the decision. Decisions were generally made by consensus though depending on the nature of the decision sometimes other methods were used. This extended to decisions that involved spending money, not just should you pick language X or language Y for your next software project.
I think it worked pretty well for quite a few years. It gradually stopped working when the company acquired a large company with a different culture and also hired people (well, managers mostly) who weren't aligned with the culture. Eventually this basically disappeared when the company was acquired by Kodak.
I've seen flavors of this in other places. Famously Andy Grove of Intel also preached that decisions need to be made by those closest to the decision and empowered people to make the right decisions. More generally this can be reflected in a servant-leadership model where leadership sees itself as facilitating the growth of the people underneath them.
Another requirement for this to work well is that management (e.g. the CEO or other leaders) are able to lay down a broad strategy for the people of the company to execute on. If the leadership has no strategy then tactical decisions can not be made properly. They also need to make sure there's coordination and structure.
I think it worked pretty well for quite a few years. It gradually stopped working when the company acquired a large company with a different culture and also hired people (well, managers mostly) who weren't aligned with the culture. Eventually this basically disappeared when the company was acquired by Kodak.
I've seen flavors of this in other places. Famously Andy Grove of Intel also preached that decisions need to be made by those closest to the decision and empowered people to make the right decisions. More generally this can be reflected in a servant-leadership model where leadership sees itself as facilitating the growth of the people underneath them.
Another requirement for this to work well is that management (e.g. the CEO or other leaders) are able to lay down a broad strategy for the people of the company to execute on. If the leadership has no strategy then tactical decisions can not be made properly. They also need to make sure there's coordination and structure.