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Consider the following image:
It was taken at a location not too far from my residence. A few years ago, a company headquarters was relocated to space just to the west of where this photo was taken. The picture above provides a view of the east-most entrance/exit to the property and shows that the necessary time was taken to create a sidewalk entrance — including the brail-based "warning track".
Micromanagement commonly occurs when an old organization tries to establish Agile practice. Agility requires the empowerment of largely autonomous teams, and some managers can find it hard to let go of the authority they have traditionally held. They will involve themselves in the details of the work and how it is conducted, rather than letting an Agile team get on with the job. There is a desire, for one reason or another, to retain control.
Micromanagement can result in the inability of a team to inspect and adapt product and process. The manager takes action instead. Waste is then incurred since team focus and collaborative potential cannot be fully brought to bear. A micromanager can often become a bottleneck. Sometimes a micromanager will "dip in and out" of work, leading to inconsistencies in team approach and productivity.