When you are talking about complex dynamic systems like human group behavior you can always find counter examples to anything anyone points at.
Here's an example of from Niall Ferguson's book The Square and the Tower -
"Formally, the directors of the East India Company (EIC) in London controlled a substantial part of the trade between India and western Europe. In reality, as the records of over 4,500 voyages by Company traders show, ship’s captains often made illicit side trips, buying and selling on their own account. By the late eighteenth century the number of ports in the resulting trade network was more than a hundred, ranging from open emporia such as Madras to regulated markets such as Canton (Guangzhou). In effect, private trading provided the weak links that knitted together otherwise disconnected regional clusters. This network had a life of its own that the Company’s directors in London simply did not control. Indeed, that was one of the keys to the success of the EIC: it was more a network than a hierarchy. Significantly, its Dutch rival banned private trade by its employees. This may help explain why it ended up being superseded"
What works and what doesn't varies a lot from org to org.
Here's an example of from Niall Ferguson's book The Square and the Tower - "Formally, the directors of the East India Company (EIC) in London controlled a substantial part of the trade between India and western Europe. In reality, as the records of over 4,500 voyages by Company traders show, ship’s captains often made illicit side trips, buying and selling on their own account. By the late eighteenth century the number of ports in the resulting trade network was more than a hundred, ranging from open emporia such as Madras to regulated markets such as Canton (Guangzhou). In effect, private trading provided the weak links that knitted together otherwise disconnected regional clusters. This network had a life of its own that the Company’s directors in London simply did not control. Indeed, that was one of the keys to the success of the EIC: it was more a network than a hierarchy. Significantly, its Dutch rival banned private trade by its employees. This may help explain why it ended up being superseded"
What works and what doesn't varies a lot from org to org.