Hierarchies are efficient. That’s why they exist. They’re big, clumsy machines that are good at making large-scale decisions. What they’re not so great at, however, is motivating employees to do their best and most innovative work. Recognizing this back in the 1980s, Toyota ushered in a management revolution. Its “lean” or “agile” management philosophy empowered workers to solve the problems closest to them (and therefore to their area of expertise). It resulted in far greater efficiency ...