Am I becoming obsolete? #1
The Middle Management Obsolescence indicator - January 2025
In my quest to understand the future of middle management—its evolution or potential disappearance in favor of self-management—I have reviewed over 40 topical articles published in January 2025.
The MMO score: where we stand
The average Middle Management Obsolescence (MMO) score across the referenced articles is 5.41.
This reflects the current balance: middle management is neither being entirely eliminated nor fully insulated from change.
While some articles suggest obsolescence due to flattening hierarchies and automation, others underscore the indispensable value middle managers bring to leadership, culture, and strategy.
Middle management is changing.
As organizations flatten hierarchies, adopt autonomous teams, and integrate advanced technologies like AI, it’s easy to wonder if our roles as middle managers are becoming obsolete.
But is that really the case? After reviewing a range of perspectives, I see a more nuanced reality: middle management isn’t doomed—it’s evolving.
What the data tells us
The articles I reviewed paint a picture of transition.
Some companies are moving away from traditional hierarchies, driven by the promise of agility, cost savings, and efficiency.
Others highlight the critical value middle managers bring, not just as task supervisors, but as strategic facilitators and cultural leaders.
Here are the main trends:
Middle management is becoming a strategic role
Middle managers are evolving into key players who connect high-level strategy with day-to-day execution. This shift means less focus on routine oversight and more emphasis on aligning teams with organizational objectives and facilitating cross-functional collaboration.Generational shifts are reshaping management
It’s clear that younger generations, especially Gen Z, are reluctant to pursue middle management roles. Stress, limited rewards, and a desire for autonomy drive this trend. This creates challenges for leadership pipelines and succession planning in organizations.Autonomous teams are growing
Self-directed teams, supported by collaborative tools and agile methods, are increasingly taking on responsibilities traditionally managed by middle managers. While this reduces the need for hierarchical oversight, it also creates opportunities for middle managers to act as enablers and mentors rather than gatekeepers.Technology is transforming the role
Automation and AI are reducing the burden of routine managerial tasks, like resource allocation and data analysis. As these technologies become more prevalent, middle managers must focus on high-value contributions like decision-making, coaching, and fostering innovation.Cultural and ethical leadership is essential
Middle managers are expected to act as the moral compass of organizations. Whether driving inclusion, trust, or ethical decision-making, they are increasingly seen as the stewards of company culture.
How we can adapt
To thrive in this evolving landscape, here’s what I believe middle managers, including myself, need to focus on:
Invest in strategic skills: The ability to translate high-level strategies into actionable plans is increasingly important.
Embrace technology: Adopting tools that enhance decision-making and team collaboration is no longer optional.
Empower teams: Supporting autonomy while ensuring alignment with broader goals will become a core part of our roles.
Cultivate emotional intelligence: Building trust, fostering inclusivity, and understanding team dynamics will be essential for success.
Showcase our value: We need to actively demonstrate how we contribute to innovation, alignment, and cultural cohesion within our organizations.
What I’ll be watching
Looking ahead, I plan to follow these developments closely:
The performance of decentralized, autonomous teams in large organizations.
How AI and automation continue to transform managerial responsibilities.
Shifting attitudes toward middle management among younger generations.
The evolving ethical and cultural responsibilities of middle managers.
The long-term outcomes of restructuring efforts aimed at reducing middle management layers.
Final thoughts
Middle management isn’t disappearing—it’s adapting.
Yes, we’re facing challenges, but I see this as an opportunity to redefine our roles.
By embracing strategic thinking, technology, and cultural leadership, we can thrive in this new era.
The question isn’t whether middle management will survive—it’s how we’ll shape the future of leadership in organizations.