Decentralize decision-making, delegate, bottom up culture, etc.
These things have merit, but increasingly less the more you move away from "whole" plans in which they make sense. These particular ones are troublesome because they fall closer on the spectrum to "reduce executives". If you're pushing decision-making downstream, it should also be reduced upstream. If you reduce it upstream, you have less (not zero) need for leadership there. That has to manifest either in fewer leaders or leaders doing a better job at their other duties. In particular, they need to be producing much clearer stronger vision for the downstream folks to align their decisions to. Vision is perhaps the hardest task in the org and when it's hard it's easy to shirk on. Often, when leaders talk about trying to move to a bottom up culture, they are (unconsciously?) trying to absolve themselves of the vision work. And they're usually doing it while still gatekeeping information and resources they were meant to have because they were decision makers.
This is going too far, but directionally:
Leaders should largely not be advocating for delegation and bottom up decision-making. It's not that this can't be better for the company, it's that they could be executing the goal better by quitting or firing their peers. It's more of a catch-22/worst of both worlds situation—leaders shouldn't be advocating for it because they shouldn't be there to advocate for it.
These things have merit, but increasingly less the more you move away from "whole" plans in which they make sense. These particular ones are troublesome because they fall closer on the spectrum to "reduce executives". If you're pushing decision-making downstream, it should also be reduced upstream. If you reduce it upstream, you have less (not zero) need for leadership there. That has to manifest either in fewer leaders or leaders doing a better job at their other duties. In particular, they need to be producing much clearer stronger vision for the downstream folks to align their decisions to. Vision is perhaps the hardest task in the org and when it's hard it's easy to shirk on. Often, when leaders talk about trying to move to a bottom up culture, they are (unconsciously?) trying to absolve themselves of the vision work. And they're usually doing it while still gatekeeping information and resources they were meant to have because they were decision makers.
This is going too far, but directionally: Leaders should largely not be advocating for delegation and bottom up decision-making. It's not that this can't be better for the company, it's that they could be executing the goal better by quitting or firing their peers. It's more of a catch-22/worst of both worlds situation—leaders shouldn't be advocating for it because they shouldn't be there to advocate for it.