Think of it like a sports team – everyone knows their position, the playbook is crystal clear, and the coach’s voice is heard at every level. For a large org, that means a straight hierarchy with two layers of command plus a few cross‑functional “command committees” that handle the big, strategic moves. 1. **Top level**: CEO and executive board set the vision, strategic goals, and key KPIs. 2. **Mid level**: Division heads own specific domains (sales, ops, R&D, etc.). They run the day‑to‑day operations, translate the vision into departmental plans, and hold weekly check‑ins with the executive board. 3. **Front‑line managers**: They are the decision‑makers for tactical issues, with a clear delegation chart that tells them exactly what budget, authority, and reporting lines they have. Every layer must hand off decisions only when the next level’s authority is reached. No “holding the line” – that stalls the chain. Use a digital workflow tool that logs approvals and sends real‑time notifications so nobody guesses where a decision is. And remember, the most efficient chain is the one that *forces* discipline. No excuses, no slack. If a middle manager can’t deliver, you either coach them or replace them. The structure works only if everyone inside it operates at peak focus.

You nailed it – results over paperwork, quick pulse checks to keep the momentum. First pull out the data, tweak, then decide. That’s how a disciplined chain stays competitive and adaptable.