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…very flat hierarchies with a high degree of employee empowerment can work – but only under special circumstances.

…analysis implies that companies should empower middle managers to design and implement innovation programs and processes, while encouraging top managers to adopt a hands-off approach.

Most workers don’t want or need a manager telling them what to do and when to do it. But managers have to design the system in which empowered, autonomous, educated knowledge workers can flourish.

Empowering means creating an environment where your people can own outcomes and not just tasks.

…an empowered product team is all about pushing decisions down to the product team level.

…an empowering team topology is one that minimizes the dependencies.

…experience teams are most empowered when they are given as much end-to-end responsibility as possible.

We perform at our best when we feel united, empowered, and mutually committed to accomplishing something worthwhile.