The myth of self-management: what Bayer's experiment teaches us
A middle manager’s perspective
A few months ago, I came across a LinkedIn post from Corporate Rebels, a boutique leadership consultancy. They were celebrating Bayer’s move towards self-management—teams with no managers—and claiming it as proof that their approach works.
As a middle manager, I couldn’t help but feel uneasy. The post came across as cheering on the removal of people like me, as if middle managers are the root of all workplace problems. But here’s the thing: every day, I show up at work focused on how to support my team. I want them to grow, to feel fulfilled, and to succeed. Sure, no one is perfect, but I’ve never met a middle manager who wakes up with the goal of making their team’s day harder.
Self-management: great ideas, but not universally applicable
The idea of self-managed teams has its merits. It can work well in smaller, more straightforward organizations where teams have the space to manage themselves effectively. But large organizations are a different story. As they grow, the complexity increases, and managing this complexity requires more than a one-size-fits-all solution.
Corporate Rebels often claim their ideas are backed by science, and I’m sure some of the principles—like purpose, autonomy, and engagement—are valuable. But it doesn’t mean the entire self-management concept automatically fits every context. What works for a small company doesn’t necessarily scale to thousands of people in a multinational corporation.
The Bayer experiment
A few weeks after seeing that post, I attended a presentation from someone at Bayer about their self-management approach. The concept was interesting, but the explanation felt overly complicated. If a system requires that much effort to understand, how well can it work in practice?
Fast forward to recent headlines: Bayer has reported significant financial losses for 2024. Their ambitious transformation hasn’t produced the outcomes they were hoping for—at least not yet. I truly hope they can make their vision work in the future. It’s a bold move, and bold moves often take time to bear fruit. But this situation highlights the risks of relying on a single concept to address complex challenges.
The real danger of simplistic fixes
The real issue isn’t with self-management itself, but with the way it’s sometimes sold as a miracle cure for all workplace challenges. Every organization faces pressure, inefficiencies, and disconnection at times. These are universal struggles, but oversimplified solutions rarely deliver on their promises.
It’s also important to think about the human cost. Transformations like this can create uncertainty and stress for employees at all levels. That’s why it’s critical to approach change with care and balance, focusing on what will truly help teams thrive—not just on what sounds innovative.
Middle managers are part of the solution
Middle managers might not be perfect, but they’re a vital part of any organization. We’re the ones who connect big strategies to day-to-day realities, helping teams navigate challenges and find purpose in their work. Instead of dismissing middle management as outdated, why not focus on strengthening it? Equip middle managers with better tools, training, and support so they can create environments where people and teams can thrive.
It’s not about rejecting innovation or clinging to the past. It’s about finding solutions that acknowledge the complexity of large organizations and bring everyone along for the journey.
A call for collaboration
Rather than searching for a single “magic fix,” we need holistic solutions that involve everyone—senior leaders, middle managers, and employees alike. Real change happens when we recognize the value of each role and work together to improve how we operate.
To consultancies like Corporate Rebels and others driving change: your ideas are exciting and inspiring. But let’s keep the conversation balanced and constructive. Instead of focusing on what’s wrong with middle management, let’s think about how to support everyone in creating workplaces where people can thrive.
Matthieu
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