Over the course of my career, I’ve been fortunate to have worked with organizations both large and small. No matter what the size the business, I’ve seen that way that culture can enable creativity — or stifle and eventually destroy it altogether.
Many of the traditional organizations I’ve worked with had hierarchies that were focused on group or department roles, with a formal and rigid chain of commands.
They are highly prone to bureaucracy and role protectionism.
Employees at all levels, but especially the lower ones, felt disconnected from company-wide goals. They didn’t buy-in to management’s talk of how “employees matter.” They believed that their knowledge was of no real interest to management.