Given that AI is particularly useful at increasing alignment (when applied smartly), and that this is often a role delegated to middle managers, it is quite likely that flatter orgs will happen.
The need for top-tier technical, product, and business judgement and problem engagement will increase, while the need for muddle-through managers and similar roles will decrease.
We’ll see more initiatives organized end-to-end by small groups of smart people, with virtual teams/coalitions forming to bypass “archaic” processes and deliver meaningful results. We’ll see a lot of sloppy failures along the way too, but the overall trend seems clear.
We’ll see more initiatives organized end-to-end by small groups of smart people, with virtual teams/coalitions forming to bypass “archaic” processes and deliver meaningful results.
What you’re describing here has always been the case. The pattern in software is always that a small, actually empowered group does the initial development and r&d, then if the product is a success the maintenance people come in and drain it of any progress via overbearing process and middle management. There’s rare exceptions, but I’ve seen this over and over again.
Small teams build good things, then they get acquired and those things are slowly or quickly destroyed.
We’ll see more initiatives organized end-to-end by small groups of smart people, with virtual teams/coalitions forming to bypass “archaic” processes and deliver meaningful results. We’ll see a lot of sloppy failures along the way too, but the overall trend seems clear.
The thing is: It’s great to work in a small group of motivated smart people. But it’s really, really hard to hire a small motivated group of smart people and keep it motivated. And it’s even harder if you’re not located in one of those fancy towns where everyone wants to live or in a business that is really attractive. If your company is in a lesser known part of the country building important, but boring stuff, you will have to deal with not so smart and not so motivated people.
Given that AI is particularly useful at increasing alignment (when applied smartly), and that this is often a role delegated to middle managers, it is quite likely that flatter orgs will happen.
The need for top-tier technical, product, and business judgement and problem engagement will increase, while the need for muddle-through managers and similar roles will decrease.
We’ll see more initiatives organized end-to-end by small groups of smart people, with virtual teams/coalitions forming to bypass “archaic” processes and deliver meaningful results. We’ll see a lot of sloppy failures along the way too, but the overall trend seems clear.
What you’re describing here has always been the case. The pattern in software is always that a small, actually empowered group does the initial development and r&d, then if the product is a success the maintenance people come in and drain it of any progress via overbearing process and middle management. There’s rare exceptions, but I’ve seen this over and over again.
Small teams build good things, then they get acquired and those things are slowly or quickly destroyed.
The thing is: It’s great to work in a small group of motivated smart people. But it’s really, really hard to hire a small motivated group of smart people and keep it motivated. And it’s even harder if you’re not located in one of those fancy towns where everyone wants to live or in a business that is really attractive. If your company is in a lesser known part of the country building important, but boring stuff, you will have to deal with not so smart and not so motivated people.
There is a simple solution, increase the pay.
If the pay is good and the job is stable, you’ll eventually find people for long term.
Remote work makes it even easier
Very true.