I came across a fascinating (and somewhat controversial) article online, Amazon is cutting out the middle manager. Here’s why you shouldn’t. You can read the full piece here – and I’d love to know what you think!
The gist? Amazon’s CEO, Andy Jassy, is leading a major shake-up aimed at flattening the org chart, cutting out middle managers, and theoretically making things “faster” and “leaner.” But, as tempting as a slimmed-down hierarchy may sound, I can’t help but feel we’re missing the point here – and a few vital people along the way!
Is Flattening Really the Answer?
Middle managers are far more than just “extra layers.” They’re the ones keeping things running smoothly, bridging the gap between top-down strategies and what actually happens on the ground. But when you cut out that middle layer entirely, suddenly everyone is a bit lost, communication suffers, and what about morale? Well, let’s just say that goes out the window with the mid-level layers.
The article makes an excellent point: if you’re thinking of reorganisation as a magic cure-all, you’re in for a bit of a shock. Reorganising without fixing the actual issues – like process bottlenecks, communication, or team culture – is a bit like rearranging the furniture in a burning building.
Key Takeaways if You’re Considering a Shake-Up:
Before grabbing the red pen to slash and simplify, consider these focus areas that may just have a better impact than chopping heads:
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Culture First, Always: A flatter org won’t magically create a stronger culture. If anything, it’s culture that can hold things together when the org chart starts looking like a game of Tetris gone wrong. Invest in building a culture that supports openness, trust, and clear communication.
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Smooth Out Processes: Often, the “slowdown” everyone’s worried about isn’t a person problem, it’s a process problem. Look at what’s bogging things down, refine workflows, and simplify where possible. It’s amazing what a bit of process TLC can do.
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Invest in Strong Team Dynamics: Middle managers play a crucial role in team cohesion, and without them, teams risk becoming a bit like ships without rudders – drifting along and hoping for the best. Rather than eliminating these roles, invest in better training so managers can lead with strength, confidence, and empathy.
Better Managers, Not Fewer
Let’s face it: the real issue isn’t too many managers, it’s often a lack of effective managers. Great managers empower, guide, and support their teams, keeping them motivated and engaged. Just like the article suggests, we don’t need to erase them – we need to equip them to do their jobs brilliantly.
Hybrid Work Isn’t the Enemy
Another point Amazon is tackling is rolling back hybrid work. While face-to-face has undeniable benefits, taking away hybrid work entirely could send some of the best talent looking elsewhere. Keeping hybrid options open isn’t just a nice-to-have; it’s becoming essential for attracting and keeping top talent who value flexibility as much as they do a positive workplace.
In a Nutshell: Rethink Before You Restructure
So, before jumping into a full reorg, remember that flattening the hierarchy is rarely a silver bullet. Meaningful changes in culture, processes, and leadership can deliver far more impact than reassigning who reports to whom.
What’s your take on this? I’d love to hear your experiences with reorganisation – what worked, what didn’t, and all the quirks in between!
If this resonates with you, The Middle Matters might be a practical resource for you. You can grab it here: https://learn.sallyfoleylewis.com/payment-page-the-middle-matters-book
