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Why Millions Of Managers Are Becoming Obsoletea Its Not Rocket Science

The Quiet Demise of Management: Why Millions Are Becoming Obsolete

The traditional model of management – hierarchical structures, command-and-control leadership, and a focus on directing employees – is rapidly losing its relevance. Steve Denning’s Forbes piece, "Why Millions of Managers are Becoming Obsolete—It's Not Rocket Science," argues that this isn't a sudden shift but the culmination of decades of technological advancements, evolving workforce expectations, and a growing understanding of what truly motivates high performance. The article paints a picture of a future where the role of “manager” as we currently understand it is significantly diminished, impacting millions globally.

The core argument revolves around the concept that management, in its traditional form, is increasingly becoming an impediment to agility, innovation, and employee engagement – precisely the qualities organizations need to thrive in today’s volatile business environment. Denning doesn't suggest managers will vanish entirely; rather, their roles are undergoing a profound transformation, shifting away from direct control towards facilitation, coaching, and enabling self-organization within teams.

The obsolescence isn't driven by malice or a deliberate attempt to eliminate jobs, but by the confluence of several powerful forces. Firstly, technology is automating many tasks previously performed by managers. Routine monitoring, performance tracking, scheduling, and even basic decision-making are increasingly handled by software and AI. This frees up employees from layers of oversight, allowing them greater autonomy and responsibility for their work. The article highlights how this automation isn't just about replacing repetitive administrative duties; it’s also impacting the ability of managers to exert control over employee activities, as real-time data and performance metrics become readily available directly to individuals.

Secondly, the rise of agile methodologies and self-organizing teams is fundamentally challenging the traditional management hierarchy. Agile principles emphasize empowered teams that can adapt quickly to changing circumstances. These teams are designed to be largely self-managing, with members taking ownership of their work and collaborating closely to achieve shared goals. The need for a manager to dictate tasks and monitor progress diminishes significantly in this environment. Denning emphasizes the shift from “telling” to “enabling,” where leaders focus on providing resources, removing obstacles, and fostering a culture of continuous improvement rather than directing individual actions.

The article also addresses the changing expectations of the workforce, particularly among younger generations (Millennials and Gen Z). These individuals prioritize purpose, autonomy, and opportunities for growth over traditional hierarchical structures and rigid reporting lines. They are less likely to accept being micromanaged or told what to do; instead, they seek environments where their skills are valued, their contributions are recognized, and they have the freedom to innovate. The traditional management style, often perceived as controlling and bureaucratic, simply doesn’t resonate with this demographic, leading to disengagement, decreased productivity, and high turnover rates.

Denning draws a distinction between “management” and “leadership.” While management focuses on planning, organizing, and controlling resources, leadership is about inspiring, motivating, and creating a shared vision. He argues that the traditional manager often conflates these two roles, leading to a stifling of creativity and innovation. The future requires more leaders who can cultivate a culture of trust, empower teams, and foster a sense of ownership among employees – qualities that are often lacking in traditional management structures.

He proposes a shift towards what he calls “liberation management,” which focuses on removing obstacles to employee performance rather than imposing controls. This involves identifying and eliminating bureaucratic processes, empowering individuals to make decisions, and fostering a culture of experimentation and learning from failure. Liberation managers act as coaches and mentors, providing guidance and support while allowing teams the freedom to determine how best to achieve their goals.

The article doesn't shy away from acknowledging the potential disruption this shift will cause. Millions of people currently employed in management roles will need to adapt and acquire new skills. The transition won’t be seamless; organizations will face resistance from those accustomed to traditional hierarchies and control mechanisms. However, Denning argues that the long-term benefits – increased agility, innovation, employee engagement, and ultimately, improved business performance – far outweigh the short-term challenges.

Furthermore, he suggests a redefinition of what constitutes “management” in the future. Instead of being primarily focused on directing people, managers will increasingly become facilitators, coaches, and enablers. Their role will be to create an environment where teams can thrive, individuals can reach their full potential, and organizations can adapt quickly to changing market conditions. This requires a significant shift in mindset, from a command-and-control approach to one of empowerment and collaboration.

The article also touches upon the implications for organizational structure. As self-organizing teams become more prevalent, traditional hierarchical structures will likely flatten, leading to fewer layers of management. This doesn't necessarily mean job losses across the board; rather, it signifies a redistribution of responsibilities and a need for individuals in management roles to develop new skills and expertise. The focus shifts from overseeing tasks to fostering collaboration, resolving conflicts, and ensuring alignment with overall organizational goals.

Finally, Denning emphasizes that this transformation isn’t just about adopting new technologies or implementing agile methodologies; it's about fundamentally rethinking the purpose of management itself. It requires a cultural shift within organizations, where trust, autonomy, and empowerment are valued above control and compliance. The future belongs to those who can embrace this change and create environments where individuals and teams can thrive – not because they’re told to, but because they *want* to. The obsolescence of traditional management isn't a threat; it's an opportunity to build more agile, innovative, and human-centered organizations.









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/ ]