As a company grows, founders can become a bottleneck when too many tasks and decisions depend on them. Effective delegation means giving the right people clear ownership and authority so the business can move forward without constant founder involvement.
What Is the Founder Bottleneck?
A founder bottleneck occurs when a company’s progress depends too heavily on the founder’s personal availability, judgment, approval, or knowledge.
The problem is usually not that the founder is working too hard. The deeper issue is that too many decisions still require the founder.
For example, a founder may still be:
- Approving routine expenses
- Reviewing marketing content
- Handling ordinary customer escalations
- Approving discounts
- Making routine hiring decisions
- Reviewing project details
- Answering questions managers should be able to resolve
- Personally checking work that already has an owner
At first, this can feel like responsible leadership. Over time, it becomes an organizational dependency.
Research on startup decision-making has found that decision authority is often centralized at the CEO level, while delegation can allow decision-making to move toward people who possess relevant knowledge.
How Do You Know If You Are the Founder Bottleneck?
A simple test is to ask:
If I were unavailable for two weeks, which decisions would stop moving?
Look for situations where:
- Employees regularly wait for your approval.
- Managers bring routine problems directly to you.
- You are copied on decisions that do not require your involvement.
- People ask what you would do instead of applying an established principle.
- Projects slow down when you are busy.
- You frequently redo delegated work.
- Your calendar is dominated by operational decisions rather than strategic work.
If these patterns are common, the problem may not be a lack of effort from your team. It may be that the organization’s decision system has not evolved beyond founder-led management.
Why Founders Struggle to Delegate
Delegation sounds simple until a founder has to give another person meaningful control over something they built.
Several forces make that difficult.
1. The Founder Has More Context
Founders often have years of accumulated knowledge that employees do not possess.
You may know:
- Why a customer relationship matters
- Why a product decision was made
- Which mistakes the company has already experienced
- What investors care about
- Which promises have been made
- What the company’s priorities really are
An employee may see the immediate problem without seeing the history behind it.
This does not mean the founder should make every decision forever. It means the founder needs to transfer the context that makes good judgment possible.
2. The Founder Has a Higher Personal Quality Bar
Founders often care deeply about quality because their reputation and identity are connected to the business.
The problem begins when quality control becomes personal approval of every piece of work.
There is an important difference between:
“The work must meet this standard.”
and:
“I must personally review the work before it can meet this standard.”
The first creates a standard.
The second creates dependency.
3. Delegation Feels Risky
Founders may worry that an employee will:
- Make an expensive mistake
- Misunderstand the customer
- Damage the brand
- Choose the wrong vendor
- Miss an important detail
- Make a decision the founder disagrees with
These concerns should not be ignored.
Instead, manage them with:
- Decision boundaries
- Budgets
- Training
- Quality standards
- Checkpoints
- Escalation rules
Good delegation does not eliminate risk. It makes risk visible and manageable.
4. The Founder Is Accustomed to Being the Answer
In the early stages, employees naturally come to the founder for answers.
The founder solves problems quickly, which reinforces the behavior.
Eventually, however, the founder needs to change their role.
Instead of asking:
“How do I solve this?”
ask:
“Who should own solving this from now on?”
That shift is one of the foundations of scalable leadership.
The Most Important Distinction: Delegating Tasks vs. Delegating Authority
One of the biggest mistakes founders make is confusing task delegation with actual delegation.
Task Delegation
Task delegation means someone else performs an activity.
For example:
“Research three CRM systems and send me the options.”
The employee does the research, but the founder still decides.
Outcome Delegation
Outcome delegation goes further.
Instead of assigning research, the founder says:
“Own the CRM selection and choose the system that best meets our requirements within the approved budget.”
Now the employee owns the result.
Authority Delegation
Authority delegation goes one step further by giving the employee the authority required to achieve the outcome.
For example:
“You own the CRM selection. Choose the platform within the approved budget. Escalate only if the contract exceeds two years, the cost exceeds $25,000, or there is a material security concern.”
Now the employee has:
- A clear outcome
- Decision authority
- Defined constraints
- Escalation rules
This is the type of delegation that actually reduces founder dependency.
What Should a Founder Delegate?
The goal is not to delegate everything.
The goal is to keep the decisions that genuinely require founder judgment while moving appropriate operational and functional decisions to capable people.
Category 1: Responsibilities Only the Founder Should Own
Some decisions may genuinely require founder involvement.
These can include:
- Fundamental company vision
- Major strategic direction
- Ownership decisions
- Certain investor relationships
- Core company principles
- Existential business decisions
- Founder-level relationships
The exact list depends on the company, its stage, and its structure.
Category 2: Founder Decides, Team Executes
Some decisions should remain with the founder while execution belongs to someone else.
For example, the founder may decide:
- The company’s strategic priority
- A major market direction
- High-level product positioning
- The annual business objective
The relevant leader then owns execution.
The founder defines where the company is going without personally managing every step required to get there.
Category 3: Team Recommends, Founder Decides
This is useful when someone is still developing judgment.
Ask the person to:
- Analyze the problem.
- Evaluate the options.
- Make a recommendation.
- Explain the reasoning.
- Identify risks.
The founder makes the final decision temporarily.
The important word is temporarily.
The objective should be to develop enough judgment that the employee can eventually make the decision independently.
Category 4: Team Owns the Outcome
This is the highest-value delegation for many recurring operational decisions.
Examples include:
- Routine procurement
- Customer support processes
- Marketing execution
- Project management
- Vendor management
- Standard hiring within an approved plan
- Operational reporting
- Routine pricing within defined limits
The employee owns the outcome and the decisions required to achieve it.
A Founder Delegation Audit: Find the Work That Should Leave Your Desk
Before delegating more, determine where your time is actually going.
Review the previous two weeks of:
- Calendar meetings
- Slack or internal messages
- Approval requests
- Project reviews
- Customer escalations
- Financial approvals
Create a simple list of recurring decisions.
| Decision or Task | Frequency | Current Owner | Why It Reaches Founder | Future Owner |
|---|---|---|---|---|
| Approving discounts | Daily | Founder | No pricing authority | Sales Lead |
| Reviewing campaign copy | Several times weekly | Founder | Quality standard unclear | Marketing Lead |
| Vendor approval | Weekly | Founder | No spending threshold | Operations |
| Customer escalation | Daily | Founder | No escalation policy | Customer Success |
| Product prioritization | Weekly | Founder | Strategic responsibility | Product Lead + Founder |
Identify Repeated Founder Decisions
Repeated decisions deserve special attention.
If you make the same decision 20 times a month, ask:
Could this decision be converted into a rule, threshold, checklist, or decision framework?
If yes, you may not need to delegate the decision manually every time.
You may need to systematize it.
Identify Recurring Approvals
Look at every approval request that reaches you.
Separate them into:
- Founder-required approvals
- Temporary approvals
- Unnecessary approvals
The third category is often the easiest place to create immediate leverage.
Identify Work You Regularly Redo
If you delegate something and then repeatedly redo it yourself, investigate why.
Possible causes include:
- The employee lacks skill.
- The standard is unclear.
- The person lacks context.
- The wrong person owns the task.
- You have not actually transferred authority.
- Your expectations are unrealistic.
Do not automatically conclude that delegation does not work.
Find the design problem.
The Founder Delegation Matrix
A useful delegation decision can be based on four factors.
1. Founder Uniqueness
Ask:
Does this decision require something only the founder can provide?
If it requires founder ownership, unique credibility, or an important founder relationship, keep it closer to the founder.
2. Repeatability
Ask:
Does this decision happen repeatedly?
The more often a decision occurs, the stronger the opportunity to create a system around it.
3. Teachability
Ask:
Could a capable person make this decision with enough context and training?
If yes, the decision is potentially delegable.
4. Cost of Error
Ask:
What happens if the decision is wrong?
Low-cost decisions are usually easier to delegate.
High-cost decisions may require:
- Lower authority limits
- More review
- Additional controls
- Founder escalation
The goal is not to avoid delegating risky decisions altogether. The goal is to design appropriate guardrails around them.
How to Delegate Effectively: The 7-Part Delegation Brief
A strong delegation conversation should answer seven questions before the work begins.
1. Define the Outcome
Start with the result rather than the task.
Instead of:
“Update our website.”
Say:
“Own the website conversion improvement project. Your goal is to improve qualified demo conversions while keeping the site reliable and aligned with our positioning.”
The second version creates ownership.
2. Explain Why It Matters
Explain the business context.
Tell the person:
- Why the work matters
- What problem it solves
- Which company priority it supports
- What trade-offs matter
Do not overwhelm them with unnecessary history.
Give them the context required to make good decisions.
3. Define What Good Looks Like
“Do a good job” is not a useful standard.
Define observable expectations.
These may include:
- Target metrics
- Deadlines
- Examples
- Customer requirements
- Quality standards
- Budget limits
- Acceptable error levels
The person should be able to answer:
“How will we know this was successful?”
4. Give the Person Decision Authority
Clearly state what they can decide without asking you.
For example:
“You can approve routine vendors up to $5,000 without founder approval.”
Authority should be explicit.
5. Set Clear Constraints
Delegation requires boundaries.
Define relevant constraints such as:
- Budget
- Legal requirements
- Security requirements
- Brand standards
- Strategic priorities
- Deadlines
- Customer commitments
The employee should know where their authority begins and ends.
6. Define Escalation Rules
Never rely on:
“Come to me if you need help.”
That is too vague.
Instead:
“Escalate if the decision exceeds $20,000, creates a contract longer than 12 months, materially affects a strategic customer, or introduces significant legal or security risk.”
Specific thresholds reduce unnecessary escalation.
7. Establish a Review Process
Decide how progress will be reviewed.
For example:
“Send a short update every Friday covering progress, risks, decisions made and anything outside the agreed boundaries.”
This gives the founder visibility without creating constant supervision.
Give People Decision Rights, Not Just Responsibilities
Responsibility without authority creates frustration.
Imagine telling a customer-success manager:
“You own customer retention.”
But they cannot:
- Approve refunds
- Change onboarding
- Adjust service levels
- Allocate retention budget
- Change customer communication
They have responsibility without sufficient authority.
That is not effective delegation.
For important decisions, make it clear:
Who Recommends?
Who analyzes the problem and proposes an option?
Who Provides Input?
Who has expertise that should influence the decision?
Who Executes?
Who turns the decision into action?
Who Approves?
Does anyone need formal approval because of risk, governance, or policy?
Who Decides?
There should be one clearly identifiable decision owner.
If everyone is involved but nobody knows who decides, the founder often becomes the default decision-maker.
Don’t Turn Yourself Into the Approval Queue
A common delegation failure occurs when founders create more approval processes instead of fewer.
The team technically owns the work, but everything important still returns to the founder.
The result is a larger organization with the same bottleneck.
Set Approval Thresholds
Use clear limits.
For example:
- Spending under $5,000: department leader decides.
- Spending from $5,000 to $25,000: executive approval.
- Strategic or exceptional commitments: founder approval.
The actual thresholds should reflect the company’s financial position and risk tolerance.
Create Decision Boundaries
Employees should know:
“These decisions are yours.”
and:
“These decisions require escalation.”
That clarity increases both speed and accountability.
Use Exception-Based Escalation
The founder should ideally see exceptions rather than routine activity.
Instead of reviewing everything, review:
- Material risks
- Significant deviations
- Major strategic changes
- Decisions outside authority limits
This preserves founder visibility without recreating micromanagement.
Delegate the Context Before You Delegate the Judgment
People cannot consistently make good decisions with incomplete context.
Founders should make important knowledge transferable.
Share Principles
Explain what the company believes.
For example:
- Customer trust comes before short-term revenue.
- Reliability is more important than speed in certain systems.
- We do not make promises the operations team cannot deliver.
Principles help employees make decisions when there is no exact rule.
Explain Priorities
Tell people what matters most right now.
Priorities can change.
A team making a decision during a growth phase may choose differently from the same team during a profitability phase.
Provide Examples
Show examples of:
- Excellent work
- Acceptable work
- Unacceptable work
Examples often communicate standards faster than long explanations.
Define Constraints
Explain what cannot be compromised.
This could include:
- Budget
- Security
- Legal requirements
- Customer commitments
- Brand positioning
Document Decision Rules
If you have repeatedly answered the same question, document the reasoning.
This turns founder judgment into organizational knowledge.
Establish Escalation Triggers
Make it clear when the employee should stop and involve someone else.
This is especially important for high-risk decisions.
Don’t Document Everything: Document Decisions That Repeat
Founders sometimes respond to delegation problems by creating enormous process manuals.
That is rarely necessary.
Focus on decisions that are:
- Frequent
- Important
- Repetitive
- Frequently misunderstood
- Frequently escalated
For example:
Turn Repeated Questions Into Decision Rules
Instead of answering:
“Can we give this customer a refund?”
every time, create a rule:
- Full refund under condition A.
- Partial refund under condition B.
- No refund under condition C.
- Escalate unusual high-value cases.
Now the founder’s judgment can be applied without the founder being present.
Convert Founder Judgment Into Organizational Knowledge
The long-term objective is to make important founder knowledge accessible to the people who need it.
That can happen through:
- Playbooks
- Decision trees
- SOPs
- Examples
- Checklists
- Training
- Internal documentation
The goal is not documentation for its own sake.
The goal is decision independence.
Use Checkpoints Instead of Micromanagement
Delegation does not mean disappearing.
It means changing how you remain involved.
Replace Continuous Supervision With Exception-Based Management
Instead of:
“Send me everything before you publish it.”
Use:
“You own publishing. We’ll review performance every Monday. Escalate anything that creates material customer, legal, financial, or brand risk.”
This keeps the founder informed while preserving ownership.
Choose the Right Reporting Cadence
Different responsibilities require different review frequencies.
A high-risk project may need weekly reviews.
A mature operational function may need monthly reporting.
A routine process may only require dashboard visibility.
The goal is to provide enough visibility to manage risk without requiring constant founder involvement.
What to Do When Someone Makes a Bad Decision
Delegation becomes difficult when an employee makes a mistake.
The founder may immediately think:
“This is why I should have done it myself.”
That reaction can destroy the delegation system.
Instead, diagnose what happened.
Was the Person Capable?
If they lacked the necessary skill, provide training or reconsider the ownership assignment.
Was the Context Missing?
If the person did not have important information, improve the context available to them.
Was Authority Unclear?
If they did not know what they could decide, clarify the decision boundary.
Was the Standard Unclear?
If “good” was never defined, improve the quality criteria.
Was the Escalation Threshold Wrong?
If the person should have escalated earlier, change the escalation rule.
Was the Decision Too Risky?
Some decisions genuinely require stronger controls.
The correct response to a delegation failure is not automatically to take the responsibility back.
It is to determine why the delegation design failed.
Delegation Should Increase With Capability
Delegation does not have to be all or nothing.
You can gradually increase someone’s decision authority.
Level 1: Execute
“Do this according to the process.”
Useful when someone is new or the task is tightly controlled.
Level 2: Research
“Investigate the options and bring me the facts.”
The employee develops knowledge but does not yet own the final decision.
Level 3: Recommend
“Evaluate the options and recommend what we should do.”
The employee begins exercising judgment.
Level 4: Decide Within Boundaries
“You own this decision within these constraints.”
This is meaningful delegation.
Level 5: Own the System
“You own the outcome, improve the process, and determine how the function should evolve.”
This is where leadership leverage becomes much greater.
The objective is not to move every employee to Level 5 immediately.
The objective is to avoid keeping capable people permanently at Level 1.
Match Delegation to the Person, Not Just the Job Title
A job title does not automatically mean someone is ready for complete decision authority.
Consider:
- Capability
- Judgment
- Reliability
- Communication
- Experience
- Risk awareness
- Track record
Research involving entrepreneurs has found that perceived employee capability and trust are associated with greater delegation, while perceived venture risk can reduce willingness to delegate.
Assess Capability
Can the person perform the work to the required standard?
Assess Judgment
Can they recognize trade-offs and make sensible decisions when the situation is ambiguous?
Assess Reliability
Do they consistently follow through?
Build Trust Through Evidence
Trust does not need to be blind.
Start with a manageable scope.
Observe performance.
Increase authority as evidence accumulates.
That creates a rational path from supervision to autonomy.
The Founder Bottleneck Is Often a Decision-System Problem
Many founders describe the problem as:
“I have too much work.”
But sometimes the deeper problem is:
“Too many decisions still require me.”
Those are different problems.
Workload Problems vs. Decision Problems
If the problem is workload, you may need:
- More staff
- Better tools
- Automation
- Process improvement
If the problem is decision dependency, you need:
- Clear ownership
- Decision rights
- Authority
- Context
- Standards
- Escalation rules
Hiring more people without changing decision authority can simply create a larger organization that still waits for the founder.
Why Adding Employees Does Not Automatically Remove Founder Dependency
A company can grow from 10 to 50 employees while the founder remains the approval point for:
- Pricing
- Hiring
- Product
- Marketing
- Customer issues
- Spending
- Partnerships
Headcount has increased.
Decision independence has not.
The objective of delegation is therefore not simply to reduce the founder’s workload.
It is to increase the organization’s ability to make good decisions without waiting for the founder.
What Should Founders Never Delegate?
There is no universal list because founder responsibilities differ by company.
However, founders should be cautious about delegating responsibilities that depend directly on their unique role.
Vision and Core Strategic Direction
The founder may retain responsibility for the company’s fundamental direction.
Others can contribute analysis and recommendations, but the founder may remain the final owner.
Ownership and Governance Decisions
Certain decisions involving ownership, governance, or major company structure may require founder or board-level authority.
Founder-Level Relationships
Some investor, partner, customer, or stakeholder relationships may depend heavily on the founder.
The founder can delegate supporting work without necessarily transferring the relationship itself.
Existential Business Decisions
Decisions that could fundamentally change the company’s future may require founder involvement.
Non-Negotiable Company Principles
Founders should usually protect the principles that define how the company operates.
However, protecting principles does not mean approving every operational decision personally.
How AI and Automation Fit Into Founder Delegation
Delegation is not always about giving work to another person.
Some work should be eliminated or automated before it is delegated.
A useful hierarchy is:
- Eliminate unnecessary work.
- Automate predictable work.
- Use AI where appropriate.
- Delegate human judgment.
- Retain founder-level decisions.
Eliminate Unnecessary Work
If a report is not used, stop producing it.
If a meeting does not create value, remove it.
There is little benefit in delegating work that should not exist.
Automate Predictable Processes
Use automation for repeatable processes where the rules are clear and the consequences of failure are manageable.
Delegate Human Judgment
When work requires customer understanding, nuanced judgment, creativity, negotiation, or accountability, assign ownership to an appropriate person.
Retain Founder-Level Decisions
Keep decisions that require unique founder authority, vision, or relationships.
The better question is not:
“Who can do this instead of me?”
It is:
“What is the right level of the organization—or system—to own this?”
The New Role of the Founder After Effective Delegation
Successful delegation changes the founder’s job.
You spend less time:
- Approving routine decisions
- Answering repetitive questions
- Reviewing minor details
- Chasing project updates
- Fixing recurring operational problems
You can spend more time:
- Setting strategy
- Developing leaders
- Understanding customers
- Allocating resources
- Building strategic relationships
- Identifying opportunities
- Making high-consequence decisions
- Designing the company’s operating system
Spend Less Time on Operational Decisions
Your objective is not to become uninvolved.
It is to stop spending high-value founder attention on low-value decisions.
Spend More Time on Strategy and Leadership
As the company grows, the founder’s leverage increasingly comes from decisions that affect the entire organization.
Build Leaders Instead of Becoming the Answer
A scalable founder does not try to remain the smartest person needed for every decision.
They build leaders who can make increasingly good decisions without them.
How Do You Know If Delegation Is Actually Working?
Do not measure delegation simply by counting how many tasks you have assigned to other people.
Measure whether dependency on the founder is decreasing.
Decision Velocity
Are routine decisions being made faster?
Escalation Volume
Are fewer unnecessary questions reaching the founder?
Founder Approval Load
How many decisions still require your sign-off?
Rework
How often are you correcting delegated work?
Some rework is normal during development.
Persistent rework suggests a problem with capability, standards, context, or ownership.
Employee Ownership
Do employees proactively make decisions?
Or do they wait for instructions?
Founder Calendar
Is more of your time being spent on strategy and leadership rather than operational approvals?
Organizational Resilience
Can the company continue functioning when the founder is unavailable?
This is one of the strongest tests of whether delegation has become structural.
A 30-Day Founder Delegation Plan
You do not need to redesign your organization overnight.
Use a focused 30-day process.
Week 1: Audit
Review your:
- Calendar
- Inbox
- Approval requests
- Meetings
- Internal messages
- Customer escalations
Identify the five biggest sources of founder dependency.
Week 2: Choose Owners
For each responsibility, select the appropriate owner.
Do not automatically choose the most senior person.
Choose someone who is close enough to the work and capable of developing the required judgment.
Week 3: Transfer Authority
For each responsibility, define:
- Outcome
- Context
- Success criteria
- Authority
- Constraints
- Escalation triggers
- Reporting cadence
Then communicate the change clearly.
Week 4: Review and Adjust
Ask:
- Did decisions move faster?
- Did unnecessary escalations decrease?
- Did quality remain acceptable?
- Where was context missing?
- Where was authority unclear?
- Which boundaries need adjustment?
- What can now be delegated further?
Delegation improves through iteration.
Common Founder Delegation Mistakes
Mistake 1: Saying “Just Figure It Out”
This can sound empowering but often creates uncertainty.
Without context, standards, and boundaries, employees are forced to guess.
Better approach: Explain the outcome, context, authority, constraints, and escalation rules.
Mistake 2: Delegating the Task but Keeping the Decision
This creates the appearance of delegation while keeping the founder as the final bottleneck.
Better approach: Transfer the authority necessary to complete the responsibility.
Mistake 3: Choosing Delegation Based Only on Workload
The busiest person is not automatically the best owner.
Better approach: Match responsibility to capability, context, risk, and proximity to the work.
Mistake 4: Giving Responsibility Without Resources
Do not hold someone accountable for an outcome while withholding the budget, people, tools, or authority necessary to influence it.
Better approach: Match responsibility with resources and decision rights.
Mistake 5: Micromanaging After Delegation
If the founder constantly interferes, employees learn that ownership is temporary.
Better approach: Use checkpoints, metrics, and exception-based escalation.
Mistake 6: Taking Work Back After One Mistake
One bad decision does not necessarily mean the person cannot own the responsibility.
Better approach: Diagnose the failure and improve the delegation system.
Mistake 7: Delegating Everything at Once
Moving too much authority too quickly can overwhelm inexperienced leaders.
Better approach: Increase decision authority progressively as capability develops.
Conclusion
Effective delegation is not about making yourself less involved as a founder. It is about making your involvement more valuable.
When every decision, approval, and problem depends on you, growth eventually becomes limited by your personal capacity. The way out is not simply to hand off more tasks. You need to transfer ownership, context, decision-making authority, and accountability to capable people while keeping clear boundaries around the decisions that genuinely require founder judgment.
Start small. Identify the recurring decisions that consume your time, assign clear owners, define what success looks like, establish decision limits, and create sensible escalation points. Then give people enough room to make decisions without constantly pulling you back into execution.
The real measure of successful delegation is not how much work leaves your calendar. It is whether the company can make good decisions and keep moving without waiting for you.
That is the point at which delegation stops being a productivity tactic and becomes a genuine foundation for scalable leadership.
FAQ’s
Start by auditing the decisions and tasks that repeatedly consume your time. Choose a small number of recurring responsibilities that do not require unique founder judgment, assign clear owners, and transfer the authority needed to make those decisions.
Control should come from clear outcomes, boundaries, metrics and escalation rules rather than personal approval of every decision. The founder retains visibility while the responsible employee gains authority.
Start with recurring, teachable and relatively low-risk responsibilities that consume meaningful founder time. Routine approvals, operational decisions, reporting, project coordination and repeatable processes are often good starting points.
Delegation commonly fails when responsibility is transferred without enough context, authority, resources, standards or decision boundaries. It can also fail when the founder continues overriding the person after the handoff.
Yes, when the decision can be made effectively by someone with the necessary knowledge and authority. High-impact decisions may still require guardrails, approval thresholds or founder involvement rather than being completely centralized.
There is no universal percentage. The appropriate level depends on the founder’s unique responsibilities, the team’s capability, decision risk and company stage. The better question is which decisions genuinely require founder judgment.
Delegation transfers responsibility and authority within an organizational relationship. Outsourcing transfers work to an external provider. Both can reduce founder workload, but outsourcing does not automatically solve a founder decision bottleneck if the founder remains the final decision-maker.
Hire when the organization lacks the capability required to own an important responsibility. Delegation answers who should own this existing responsibility? Hiring answers do we have the right capability to own it at all?
Define the outcome, authority, constraints and review cadence before the work begins. Then avoid intervening unless the agreed escalation conditions are triggered. If the founder constantly overrides delegated decisions, the organization will learn that authority was never truly transferred.
Delegation can help organizations use knowledge distributed across the team, reduce information overload at the top and allow decisions to be made closer to the work. Research on startups supports the importance of decision-authority allocation as companies evolve.
