In addition, an owner involved in day-to-day operations has the opportunity to evaluate and, if necessary, modify all strategic objectives that may affect day-to-day operations. Strategic objectives cover all facets of the business, including business markets, the products and services that must be offered to customers, how talented employees are hired and retained, and many other aspects of the business. As written v.I. Imperialism, the highest level of capitalism, «the remarkably rapid concentration of production in larger and larger enterprises is one of the most characteristic characteristic characteristics of capitalism.»  He studied the development of production and decided to develop the concept of production as a centralized framework, from isolated workshops and scattered in large factories that drove capitalism into the world. This is guided by the idea that once the concentration of production develops at a certain level, it will become a monopoly, like the party organizations of the cartel, the union and the trust.  Decision-making is a matter of authority. A key question is whether the Authority should be at the centre of a (centralised) company with management or whether it should be delegated further down the hierarchy, away from the (decentralized) centre, centralisation refers to the hierarchical level within an organisation that is competent to make decisions. If decision-making is maintained at the highest level, the organization is centralized; if it is delegated to lower levels of organization, it is decentralized (Daft, 2010: 17). The choice between centralized or decentralized is different.
Many large companies are necessarily associated with a degree of decentralization and a degree of centralization when they start working from multiple locations or when they are added to new units and markets.  Was a centralized performance management system with a balanced scorecard, linked to incentives, essential to a cost-quality or management campaign, as envisaged by the CEO and Chief of Staff? They were inclined to think it was. However, in discussions with some of the directors, the CEO and Chief of Staff were convinced that most of what they wanted could be achieved without centralizing the performance management system. Companies with a centralized management style often react only slowly to changes in the business environment or local changes in the vicinity of their establishments. Most companies deal with issues related to the specifics of centralization or decentralization of decision-making. The key question is whether the Authority should manage all things at the centre of a (centralised) enterprise or whether it should be delegated away from the (decentralized) centre. Defining strategic goals within each organization is important. The strategic objectives cover all facets of the company, including the markets in which they must operate, the products and services they offer their customers, and how to recruit and retain talented employees. It is the responsibility of the organization`s management to set strategic objectives and to ensure that all the company`s activities contribute to the achievement of the objectives. The benefits of a centralized management structure are: to help leaders make better decisions about what needs to be centralized and what needs to be decentralized, we have refined a decision-making framework based on our research and experience in business gaps. It is rooted in three issues that can help stimulate new proposals, develop in practice and turn political battles into productive talks. As timeless as the bitter struggle between centralization and decentralization is, it remains a dilemma for most businesses.
We have heard this point loud and clear in some 50 recent interviews with group executives in more than 30 global companies. These managers found that normal financial and strategic analyses