The latest trend sweeping workplaces could streamline processes and save money
“The Great Flattening” is a trending organisational structure where companies deliberately remove layers of middle management to create less hierarchy.
Rather than having a team lead who reports to a manager, who then reports to a senior manager, to the director and then C-suite, organisations are stripping away many of these titles.
What results is larger teams per manager, with more direct contact between senior leaders and frontline staff.
Revelio Labs found that by October 2025, employers were posting 42% fewer middle‑management jobs than at the April 2022 peak, and unlike other roles, these postings have not recovered.
The same data found that middle‑manager hiring had plunged 43%, while senior leadership roles were down 57%.
Meanwhile, Gartner revealed that 20% of organisations will use AI to flatten their structure, eliminating over half of their middle manager positions.
There are a variety of reasons why organisations are opting to remove middle management. The benefit of increased agility and efficiency are major ones.
With fewer layers, speed to making decisions can be greatly enhanced. The flatter structure allows for shorter feedback loops and allows teams to act faster without constant approvals.
It also minimises the need for unnecessary meetings as teams aren’t siloed.
Deel’s country head for APAC, Shannon Karaka, noted that The Great Flattening is a win for employee development as they have greater access to experienced leaders and more autonomy.
“It creates a more efficient team that is empowered and enabled to do its job. It can have a positive impact on workplaces, driving efficiency and innovation,” said Karaka.
Companies can save money through reduced headcounts. The removal of middle management reduces the burden of salary and allows leaders to do more with less.
It can also be an attractive option for prospective employees, said Karaka, as younger workers seek greater autonomy and the capacity to be innovative.
“While ever there are huge talent shortages in key industries, those that can be more appealing to top talent will thrive,” Karaka added.
This structure does not come without challenge, however. It requires buy-in from the employees as there is a greater degree of autonomy and responsibility.
Trust is paramount, said Karaka. To achieve this, leaders must set forth clarity in expectations, including overarching goals, day-to-day deliverables and deadlines, and maintaining visibility on outcomes, not activity.
“Empowered employees need to match that autonomy with their own discipline and drive,” he said.
Karaka noted that The Great Flattening is gaining momentum. Layered management is “a nod to the past” he said, and “nimble, innovative companies are developing a competitive advantage.”
