Control is tight. There is no initiative without prior permission. In the flexible, responsive organizations that are needed today, the space has to be larger because the center cannot define in advance the details of every job. This means that each individual or team must understand very clearly which types of initiatives are acceptable and which are not. Everyone has to agree on the definition of success.
Control depends more on a common understanding than on budgets and procedures.
Shared values reinforce constant and effective communications, all of which are essential if subsidiarity is going to work. The organization that talks together works together. Subsidiarity by itself will not move the wheel of learning. It needs to be bolstered by incidental learning. Incidental learning means treating every incident as a case study from which we can learn.