As an organization grows, new stakeholders tack on additional processes to account for secondary concerns. When it comes to cross-team decision making, the decision maker is no longer anyone in the group but instead an executive with little context. As a result, I see "committees" being formed where the executive delegates the responsibility to a group of subject matter experts, who can advise and green light projects. This has been a huge bureaucratic bottleneck at the company, and reduces the accountability individuals have to make sure things get done or implemented.<p>What are some solutions you've seen implemented (at companies that have >250 engineers) to minimize the amount of "death by committee" decision-making an organization does?
"When deciding by committee
Here's a useful rule of thumb:
Talents make a difference,
And follies make a sum!"<p>- Piet Hein, "Grooks"