Deliberately no hierarchy and a 'one problem one scout' training and mentality, good stuff.
I agree with the second half of this sentence, but not the first. The Scouts have a hierarchical administration and operations supervision structure, but field operations are implemented using qualifications-based staffing. I provided an example of this in another thread awhile back.
In Grand Survey, the ten-sophont crew of a Donosev-class survey scout is spelled out, including the minimum skills required to hold each position. The pilot, who is also the mission commander, is required to have a minimum of Pilot-2, the ship's doctor is required to have Medical-3, the lead surveyor is required to have Survey-2, and so on; other skills, such as Survival, Air/Raft. and so on are usually present among the crew assigned to the survey scout.
Now put yourself in the shoes of a Scout Leader (O7/IS-16) commanding a survey scout squadron. Among the assignments on your desk is a routine Class II survey to catalog the abundance of surface fresh water on a thinly populated world - this is pretty routine stuff. so you can assign field scouts from the IGS with the minimum qualifications to crew the assigned survey scout.
Also sitting on your desk is a class IV survey of an asteroid belt, to identify lanthanum deposits as a strategic Imperial resource. This is a hazardous assignment - independent belters don't want the Imperium sniffing around, because they know that's just one step removed from big mining platforms moving in and edging the independents out, plus the system is a known haven for smugglers and pirates. For this mission, you must select a highly skilled and experienced crew of IGS field scouts, one with exceptional skills not only in their crew specialties but also related skills like Vacc Suit and Zero-G Combat; you might even put a Scout Commander (O6/IS-15) in the pilot's seat, commanding the mission with her mix of Pilot-4 and Leader-3, due to its risks and sensitivity.
I likened the culture to that of my own experience in the National Park Service.
Coming from a background in the Park Service, I've seen how this works in a real-world organization, where a GS-9 ranger may move from sub-district ranger in a big park to district ranger or chief ranger in a smaller park or even superintendent of a small monument, or move out of visitor management and fire safety - the 'pine pig' side of the service - altogether to spend a couple of years as a district naturalist or chief interpreter - the 'fern feeler' naturalist-rangers - or working in an administrative role like concessions manager, to be qualified for superintendent of a 'crown jewel' park someday.
Field Scouts, like NPS park rangers, are comfortable switching hats with the needs of the mission: while I was working at Sequoia & Kings Canyon NPs, I participated in a major search where I worked logistics the first day, including running a helipad, helped place temporary radio repeaters with a CDF captain the day after that - to get SAR communications off the park operations channel - then participated as a search team member the next two, then lead two different search teams over the next four days. My duties and responsibilities were fluid, dictated by the needs of the search.
On this particular operation, the district ranger, second only to the chief ranger, was subordinate to a patrol ranger from another sub-district; the patrol ranger was the parks' search-and-rescue coordinator, and he was selected by the chief ranger to be incident commander over other rangers with higher pay-grades.
So what does this mean in terms of Scout culture? On the one hand, you subordinate your ego to the organization; in the NPS, your loyalty is to the Service first - attachment to a park or assignment is frowned upon.
On the other hand, there's a strong streak of self-reliance among Scouts, as with rangers, which often includes a touch of the daredevil; it was accepted that while, as rangers, we urged visitors to stick to trails and keep itineraries in the backcountry, we ourselves were often taking the most rugged cross-country routes and bagging the most technical peaks.
This combination of loyalty to the mission and an individualistic streak leads to an organization in which consensus is important; when you've got a bunch of sack-swingin' badasses in a room faced with a mission to tackle, simply barking orders won't hunt.
Relevant experience is the gold standard, more highly prized than pay grade or which box you fill on an org chart.
In these situations, demonstrating competence is also important; I was EMS coordinator for a park attraction and struggled to get requests for supplies filled until I had a serious medical incident on my watch; I impressed the sub-district ranger with how I handled it, and anything I asked for I got after that.
The culture that results from this is one of respect for ability and achievement: sure, you're the 'Captain,' Big Guy, but it's your navigator who's been to this system before and knows the ins-and-outs, so let's listen to him, 'kay? Scouts are always looking for the smartest voice in the room, from situation to situation; often, it's their own.