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Why Millions Of Managers Are Becoming Obsoletea"It's Not Rocket Science
//science-technology.news-articles.net/content/2 .. -becoming-obsoletea-it-s-not-rocket-science.html
Published in Science and Technology on Tuesday, July 29th 2025 at 5:03 GMT by Forbes🞛 This publication is a summary or evaluation of another publication 🞛 This publication contains editorial commentary or bias from the source
It's Not Rocket Science That Is Making Millions Of Managers Obsolete. Or Even AI. Traditional Managers Have Simply Got The Wrong Goal
Why Millions Of Managers Are Becoming Obsolete: It’s Not Rocket Science
In the rapidly evolving landscape of modern business, a seismic shift is underway that threatens to render millions of traditional managers irrelevant. This isn't some futuristic dystopia driven by advanced AI or quantum computing—it's a straightforward consequence of how organizations are adapting to the demands of the digital age. The core issue? The hierarchical, top-down management style that dominated the 20th century is clashing head-on with the need for speed, innovation, and customer-centric agility. As companies worldwide embrace agile methodologies, flat structures, and empowered teams, the role of the middle manager—once the backbone of corporate bureaucracy—is being dismantled. And the beauty of it is, this transformation isn't rocket science; it's a logical response to market realities that any forward-thinking leader can grasp.
To understand why this is happening, we must first revisit the origins of traditional management. Born out of the industrial revolution, the classic managerial model was designed for efficiency in mass production. Think Frederick Taylor's scientific management or Henry Ford's assembly lines: managers were the overseers, dictating tasks, monitoring performance, and enforcing rules to squeeze out every ounce of productivity from workers treated as interchangeable cogs. This approach worked wonders in stable, predictable environments where scale and consistency were king. Fast-forward to today, and the world has flipped. We're in an era defined by volatility, uncertainty, complexity, and ambiguity—VUCA, as it's often called. Customers demand personalized experiences, technology disrupts industries overnight, and innovation isn't a luxury but a survival imperative. In this context, the old command-and-control hierarchy acts like an anchor, slowing down decision-making and stifling creativity.
Consider the numbers: according to various studies from management consultancies, organizations stuck in bureaucratic silos respond to market changes at a glacial pace, often taking months or years to pivot, while agile competitors can iterate in weeks or days. This isn't hyperbole; it's evident in the success stories of tech giants like Amazon, Spotify, and Google. These companies have largely eschewed layers of middle management in favor of self-organizing teams. At Amazon, for instance, the "two-pizza rule" ensures teams are small enough to be fed by two pizzas, promoting autonomy and quick decisions without endless approvals. Spotify's "squads" and "tribes" model decentralizes authority, allowing engineers and designers to collaborate directly on features without a manager micromanaging every step. The result? Faster innovation cycles, higher employee engagement, and products that better meet customer needs. Traditional managers in these setups? They're often redundant, their roles absorbed by team leads who act more as coaches than bosses.
But it's not just tech firms leading this charge. Even legacy industries are catching on. Take General Electric's pivot under former CEO Jeff Immelt, who pushed for a "fastworks" approach inspired by lean startup principles, reducing managerial oversight to accelerate product development. Or look at ING Bank in the Netherlands, which underwent a radical agile transformation, slashing thousands of managerial positions and reorganizing into cross-functional squads. The outcome was a more nimble bank that could launch digital services faster than competitors bogged down by red tape. These examples illustrate a key point: when teams are empowered with the tools, data, and trust to make decisions, the need for intermediaries—managers who relay orders and compile reports—diminishes dramatically.
Technology is accelerating this obsolescence. With the advent of collaborative platforms like Slack, Asana, and Microsoft Teams, information flows freely without needing a manager as a gatekeeper. AI-driven analytics tools provide real-time insights that once required managerial oversight to interpret. Performance tracking, once a manager's domain, is now automated through dashboards and algorithms. Even HR functions like feedback and goal-setting are being handled by apps that facilitate peer reviews and continuous improvement loops. In essence, software is eating the manager's job. A report from McKinsey highlights how automation could eliminate up to 45% of activities in management roles, from scheduling to data analysis. This isn't about replacing humans with robots; it's about freeing humans from mundane tasks so they can focus on high-value work like strategy and innovation.
Yet, the human element remains crucial, and this is where the narrative gets nuanced. Managers aren't disappearing entirely—they're evolving. The obsolete ones are those clinging to authoritarian styles, hoarding information, and prioritizing process over outcomes. The survivors? They're transforming into facilitators, mentors, and ecosystem builders. In agile frameworks like Scrum or Kanban, roles such as Scrum Masters guide teams without dictating actions, focusing instead on removing obstacles and fostering collaboration. This shift demands new skills: emotional intelligence, adaptability, and a willingness to let go of ego. It's about enabling others to shine rather than being the star of the show. Companies like Haier, the Chinese appliance giant, have taken this to extremes with their "Rendanheyi" model, where employees form micro-enterprises with minimal hierarchy, and "managers" are more like venture capitalists investing in ideas.
Of course, this transition isn't without pain. Millions of managers—estimates suggest up to 20-30% in large corporations—face redundancy as organizations flatten. The psychological toll is real: many have built careers on climbing the corporate ladder, only to find the ladder collapsing. Reskilling is essential, but not everyone will make the cut. For organizations, the risk is cultural resistance; without buy-in from the top, agile transformations flop, as seen in failed attempts at companies like Yahoo or Sears. Leaders must communicate the "why" clearly: this isn't about cost-cutting (though it often saves money) but about survival in a customer-driven economy. The data backs it up—agile organizations report 30-50% faster time-to-market and higher profitability, per surveys from the Project Management Institute.
Critics argue that ditching managers leads to chaos, with no one accountable for big-picture strategy. But that's a misconception. In well-implemented agile systems, accountability is distributed, not absent. Leaders at the executive level set the vision, while teams handle execution with built-in feedback mechanisms like retrospectives. It's a symphony where the conductor guides but doesn't play every instrument. Moreover, this model boosts employee satisfaction; Gallup polls show that disengaged workers cost economies trillions, often due to poor management. Empower teams, and engagement soars.
So, why is this happening now? The pandemic accelerated it, forcing remote work and exposing the inefficiencies of rigid hierarchies. Globalization and digital natives in the workforce demand flexibility. And let's not forget the generational shift: Millennials and Gen Z prioritize purpose and autonomy over titles and corner offices. They won't tolerate micromanagement in a world where they can freelance or start their own ventures.
In conclusion, the obsolescence of millions of managers boils down to a simple truth: the industrial-age playbook no longer fits a knowledge economy where value comes from ideas, not just output. It's not rocket science—it's about recognizing that bureaucracy kills innovation, and empowerment unleashes it. For managers willing to adapt, there's a bright future as enablers of talent. For those who resist, the writing is on the wall. Organizations that embrace this shift will thrive; those that don't will join the ranks of Kodak and Blockbuster—relics of a bygone era. The question isn't if this change is coming; it's how quickly leaders will act to navigate it. (Word count: 1,048)
Read the Full Forbes Article at:
[ https://www.forbes.com/sites/stevedenning/2025/07/24/why-millions-of-managers-are-becoming-obsolete-its-not-rocket-science/ ]