Innovation

I do know that, in some organizations, challenging an SVP would be a fatal mistake, right or wrong. When I was at Stanford Business School, I had many occasions to debate those that favored command-and-control style management and learn more about their beliefs.
Those that favor command-and-control, top-down structures seemed to argue that it matters little which hill you charge, as long as you all charge the same hill. Loyalty and obedience, they said, matter more than competence. As they see it, for any organization, chaos is the enemy.
In my experience, innovation can only come from the bottom. Those closest to the problem are in the best position to solve it. I believe any organization that depends on innovation must embrace chaos. Loyalty and obedience are not your tools; you must use measurement and objective debate to separate the good from the bad.
At the time, Amazon was certainly chaotic, but I suspect I was taking a risk by ignoring commands from above. As good as Amazon was, it did not yet have a culture that fully embraced measurement and debate.
I think building this culture is the key to innovation. Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers.
Everyone must be able to experiment, learn, and iterate. Position, obedience, and tradition should hold no power. For innovation to flourish, measurement must rule.