#management #delivery #control #planning #system #management #organization #SOPs


Top-down and bottom-up management approaches are complementary[1]. Building a vision and settings goals is a responsibility of a leader, but involving bottom-up is required to generate new ideas and create a sense of ownership.

Personal productivity is benefitting the individual and helping to deal with the noise, however it does not help reducing the noise. A balance needs to be found between autonomy and prescription for knowledge workers[2]. Leaving everyone to decide is prone to the Tragedy of commons, and structuring the system helps it being more efficient as a whole rather than at an individual level. While no-one likes to be micro-managed, there are some aspects of knowledge work that can be prescribed: rules around meetings, distractions, emails, office-hours, how to interact with other teams, and focus - where clear rules[3] not only set a common structure but also reduce the Cognitive load and working memory around marginal decisions ; while some others such as idea generation, how to solve a problem, design and such need to be left to the individual - where the cognitive load is required.


Control systems and goals on how to control a system with goals (set direction to steer)

Hierarchy of objectives is one way to setup the vision and generate some bottom up on how to achieve it. See also Lag and lead metrics on the same topic. However this leaves organization to the individual, while some structure is required.

[3]: Delegation Framework is dealing with delegation vs. abdication - which is the balance to be obtained between top-down and bottom-up. A delegation framework sets structure that allows the system to function with order.