Good morning. Lily Mae Lazarus here, filling in for Ruth Umoh.
In the pursuit of speed and efficiency, many companies have aggressively trimmed layers of middle management. Chief executives like Amazon’s Andy Jassy and Meta’s Mark Zuckerberg have championed flatter organizational structures in an effort to reduce bureaucracy and spark innovation. But what looks lean on paper is proving increasingly costly at the top.
Senior executives are now shouldering more direct reports, managing tasks once owned by middle managers, and losing valuable time for strategic thinking. According to Korn Ferry’s 2025 Workforce Survey, 41% of employees say their organizations have cut management layers, and nearly half of senior executives doubt their ability to manage it all, outpacing even CEOs (40%) in self-doubt.
Middle managers have long served as the vital link between vision and execution. Without them, that connection frays, says senior client partner at Korn Ferry Maria Amato. In fact, 43% of employees surveyed by Korn Ferry say leadership isn’t aligned, and 37% report feeling directionless.
It’s not just clarity that suffers, either. Leadership development, mentorship, and career advancement—typically nurtured by middle managers—often vanish too. That threatens retention, particularly among high performers, who often leave for better career support that strong middle managers provide.
The fix isn’t simply to reintroduce layers. “Before you jump to solutions, whether it’s cutting or anything else, you have to diagnose your own organization,” Amato warns. Companies, she says, need to redesign leadership roles with greater intention, ensuring executives can stay focused on strategy while building an infrastructure that supports talent development.
Lily Mae Lazarus
lily.lazarus@fortune.com
This story was originally featured on Fortune.com
