In a large company, teams might have low or high autonomy in processes or strategy.

Low Process Autonomy / Low Strategy Autonomy

A command-and control style; great when quality is of the utmost importance and the conditions to navigate don't change much.

Everything feels like a sub-component of the larger thing; teams can coordinate easily because everyone has the same process.

High Process Autonomy / High Strategy Autonomy

A chaotic but resilient soup of different orgs that behave like mini-companies, not part of a large whole.

Low Process Autonomy / High Strategy Autonomy

A swarm of sports cars.

Teams have considerable autonomy to make decisions themselves, but can coordinate with other cars easily because of the shared processes.

High Process Autonomy / Low Strategy Autonomy

The worst option.

Teams can't make high-quality situated decisions for themselves, but also teams work in totally different ways so they can't coordinate.

Process is more important to be robustly tolerable than precariously optimal.

There are a lot of different processes that all work reasonably well.

What's important is not which process you pick, just that everyone picks a compatible one.

When driving, it doesn't matter if you drive on the right or left. What matters is that everyone in your area picks the same one.