productivity than they inspire. Still, individuals will be capable at some things and not
others, so some organization of efforts is always called for. The moderate―and perhaps
optimal―approach would be to create a structure that gives individuals some authority
across areas relating to their field of expertise, while reserving final authority for higher-
level managers. For example, no individual in a finance department should have much
authority over a design department. However, within the design department, individual
researchers, artists, drafters, and engineers can all contribute meaningfully to one
anothers projects, and a flexible organizational structure would allow them to do so.
In sum, the advice to hire the best people and give them wide authority requires
modification. Hiring capable people and granting them some concurrent authority
across areas related to their expertise is better advice. Moreover, solid leadership and a
cohesive organizational structure are prerequisites―both are needed to coordinate
individual efforts toward the accomplishment of common goals.
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