Look up WL Gore and Associates. They have thrived on a very different company power structure. Or maybe their founder was right and the power structure wasn't different (he thought official power structures were not where the power was held, and therefore dispensed with them in order for unofficial power structures to more easily come to the fore).

The problem is that you have to have some forms of effort in coordination and there aren't a while lot of models for that in actual practice. There are a few different topologies.

Where I work is becoming more of a traditional company in many ways. But I still look to Gore's insight that the real decisions are made around the water cooler and in the carpool van, and that is helpful.