Am I becoming obsolete? #2
My journey to understanding an evolving corporate world
It has been a while since I last measured the Middle Management Obsolescence (MMO) score. At the end of January, the MMO score stood at 5.41.
After reviewing over 110 articles about middle management, the MMO score now sits at 5.18 as of mid-February 2025.
As “un”scientific as it may be, this slight decrease suggests a subtle but noticeable shift in how middle management is evolving within our rapidly changing corporate landscape.
Since my last assessment, some trends have been confirmed, while others are newly emerging.
These are the key developments I will keep an eye on in the coming months.
Confirmed trends
The performance of decentralized, autonomous teams
While the shift towards self-directed teams was previously an emerging trend, its implementation in large organizations has presented mixed results. While some companies have seen gains in agility and innovation, others struggle with coordination and accountability, highlighting the need for structured facilitation rather than complete autonomy.How AI and automation continue to transform managerial responsibilities
The role of automation and AI in managerial tasks is no longer a distant concern—it is a present reality. AI-driven decision-making and predictive analytics have further diminished routine managerial tasks, requiring middle managers to focus more on high-value strategic initiatives and human-centric leadership.Shifting attitudes toward middle management among younger generations
A growing number of professionals, particularly from Generation Z, remain reluctant to step into middle management. However, rather than outright rejecting the role, younger professionals are redefining their expectations, favoring roles that emphasize flexibility, mentorship, and impact over traditional authority structures.
New and evolving trends
The evolving ethical and cultural responsibilities of middle managers
Middle managers are increasingly seen as key players in upholding organizational ethics and maintaining corporate culture. While leadership at the top sets the tone, middle managers are the ones ensuring alignment and integrity on the ground. The role is evolving to include responsibility for psychological safety, inclusion, and sustainability initiatives.The long-term outcomes of restructuring efforts aimed at reducing middle management layers
Despite discussions around reducing middle management, recent insights suggest that complete elimination has led to inefficiencies in some cases. Organizations are now refining their approach, ensuring that middle management remains a strategic function rather than a redundant layer. The challenge lies in striking a balance between reducing bureaucracy and maintaining the necessary leadership to drive efficiency, decision-making, and employee development. Middle managers must advocate for restructuring approaches that preserve essential leadership functions while fostering agility.
What this means for middle management
While some of the old challenges remain—such as hierarchical reductions and automation—the emerging trends indicate an evolution rather than an extinction of middle management. The function is shifting from process oversight to strategic execution, ethical guidance, and team facilitation.
For those in middle management, adapting to these changes is critical. Emphasizing leadership, fostering a strong ethical culture, and embracing new team structures can position middle managers as irreplaceable assets rather than dispensable roles.
Key takeaways and actions for middle managers
Embrace change proactively – Instead of resisting automation or decentralized structures, seek opportunities to upskill and become a valuable bridge between leadership and frontline teams.
Develop ethical and cultural leadership – Middle managers are key to driving integrity, inclusion, and psychological safety in organizations. Strengthen your leadership in these areas.
Master strategic thinking – With AI handling routine decision-making, middle managers should focus on strategic execution, problem-solving, and value-driven decision-making.
Ensure leadership effectiveness during restructuring – When structural changes are underway, middle managers should advocate for maintaining essential leadership capabilities that support efficiency, decision-making, and employee development. Eliminating too many layers too quickly can lead to operational inefficiencies and a lack of guidance for teams.
Reverse mentoring to bridge generational gaps – With shifting attitudes among Gen Z, middle managers should not only mentor younger professionals but also engage in reverse mentoring. This allows for a two-way exchange where younger employees share insights on digital trends, new ways of working, and evolving expectations, while middle managers provide guidance on leadership and strategic thinking. Bridging these generational gaps can help create a more adaptable and forward-thinking organization.
The question is no longer whether middle managers will disappear but rather how they will redefine their role in the modern workplace.
What do you think? Have you experienced any of these shifts in your organization? Let’s discuss in the comments!