The economic problem of (an organization) is rapid adaptation to changes in its particular circumstances. Then, the ultimate decisions must be left to the people who are familiar with these circumstances, who know directly of the relevant changes and of the resources available to meet them. This problem cannot be solved by first communicating all this knowledge to a central board which then issues its orders. But the “man on the spot” cannot decide solely on the basis of his limited but intimate knowledge of his immediate surroundings . There still remains the problem of communicating to him such further information as he needs to fit his decisions into the whole pattern of changes of the larger (organizational) system.
These phrases jump out at me, “rapid adaptation” and “people who are familiar with these circumstances.” The main problem in large scale projects and integrated solutions, is that the people familiar with the circumstances and the right solution are rarely consulted when decisions are made, causing “rapid adaptation.” It is a vicious cycle of infinite regression, where the people with the least context, continually set the forward looking vision. Future looking roadmaps created by Vice Presidents of said company are an example of this style of decision making--rarely right they prophesize their own demise with the creation of boundary oriented documents.
The horizon strategy seems much more pragmatic, look toward a point on the horizon, and judge the success of the project by the accomplishments of goals leading to that point on the horizon. Instead of swimming lanes with product features that are endlessly edited and erased.