A lot of companies such as the Finnish one Debora have done away with the level of traditional middle management. Organizations continue to need to visionary leadership that draft the corporate strategy but requires an agile structure so that modifications may be improvised at any stage. For this the middle-management roles have been left irrelevant, as instead there is greater need to redirect operations along the lines of bottom-up approach. Debora for instance, now has an executive leadership, but all else are frontline workers who report directly to the former. This removes unnecessary clutter, but at the same time the leadership is able to quickly reconfigure as per authentic business intelligence received from the frontline. In agile organizations, managers need to be more humble but curious as changes are constant. More time will now need to be spent on hands-on work, lesser on directing and controlling.


Uploaded Date:16 March 2018

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