For decades, business has been viewed as a pyramid structure: a top of leaders making decisions, a corps of managers translating the strategy, and teams executing the tasks. But today, this model is being called into question. However, the traditional hierarchy sometimes seems cumbersome and ineffective. The idea of a post-hierarchical company, where power is distributed, decisions are decentralized and employees are autonomous, is a dream for some managers. But is this a seductive myth or an inevitable change to survive in the modern economy?
Criticism of the traditional hierarchy
The classic hierarchy is based on the centralization of power and the control of information flows. It provides clarity, accountability and an easy-to-follow chain of command. However, it presents several limitations in the current context:
- Slow decision-making: each decision must go through several levels of validation, which slows down responsiveness to volatile markets.
- Risk of disconnection: managers can lose contact with the field, while employees feel that their ideas and initiatives are little valued.
- Demotivation and rigidity: centralization slows down innovation and limits commitment, especially among new generations of employees who seek autonomy and meaning.
These limits have led to the emergence of experiments around more horizontal and collaborative structures, sometimes described as post-hierarchical.
What do we mean by “post-hierarchical enterprise”?
A post-hierarchical company does not mean the total absence of structure, but a redefinition of power and responsibilities:
- Decisions are often made collectively or by autonomous teams.
- Roles are fluid, based on skills and projects rather than status.
- Communication is transparent and multidirectional.
- Leadership becomes a shared role rather than a privilege attached to a title.
However, this model is based on trust, collective intelligence and the ability to empower each employee.
The drivers of this change
Several trends are pushing companies towards post-hierarchical models:
1/ Speed and complexity
Hierarchical slowness becomes a handicap. Agile companies, capable of decentralizing decision-making, react more quickly and innovate more effectively.
2/ The rise of employee autonomy
New generations of employees, but also experienced talents, are looking for autonomy, meaning and real impact from their work. A post-hierarchical model meets these aspirations by providing the freedom to actively contribute to the mission.
3/ The influence of collaborative technologies
Digital tools make it possible to coordinate distributed teams, share information in real time and collaborate without strict hierarchical barriers.
4/ Societal and cultural pressure
Companies are increasingly evaluated on their culture and their mode of governance. Transparency, inclusion and accountability are becoming essential criteria for attracting and retaining talent.
Existing models
Several companies have experimented with post-hierarchical structures with varying success:
- Valve Corporation, the video game publisher, operates without formal titles or traditional managers. Employees choose the projects in which they participate, promoting innovation and commitment.
- Buurtzorg, the Dutch nursing organization, has removed the middle hierarchy, leaving self-organizing teams to manage patients and resources, with exceptional results in customer satisfaction and employee well-being.
- Morning Star, in the food industry, has adopted a model where each employee defines their responsibilities in agreement with their colleagues, creating an organization based on trust and accountability.
These examples show that post-hierarchy is possible and effective but it requires specific conditions to function.
The challenges of the post-hierarchy
Despite its appeal, the post-hierarchical model carries risks and constraints:
1/ The need for a strong culture
Without a clear shared culture, decentralization can lead to confusion, duplication of efforts and conflicting priorities.
2/ The maturity of employees
Not all teams are ready to handle autonomy. Employees must have the skills, confidence and maturity to make informed decisions.
3/ Governance and accountability
Even in a horizontal model, it is necessary to clarify responsibilities and objectives to avoid anarchy and maintain performance. Leadership becomes a role of facilitation and support rather than direct control.
4/ The illusion of equality
Removing visible titles and hierarchies does not guarantee the absence of power or influence. Informal dynamics can emerge, sometimes more difficult to identify and manage than traditional structures.
How leaders can support this change
To evolve towards a post-hierarchical structure without losing efficiency, several practices are essential:
1/ Redefine the role of the leader
The leader becomes a facilitator and a coach, responsible for creating the conditions for autonomy, clarifying the mission and supporting the teams rather than controlling everything.
2/ Build a strong and shared culture
The values, mission and expected behaviors must be clearly defined and embodied by everyone. This culture becomes the basis of coordination and coherence.
3/ Train and support employees
Autonomy requires decision-making, communication and collaboration skills. Investing in training and personal development is essential.
4/ Set up transparency systems
The post-hierarchy is based on fluid and accessible information. Digital tools, reporting rituals and regular feedback help maintain coordination and performance.
5/ Experiment gradually
The change must be done in stages, by testing pilot teams, adjusting practices and learning from successes and failures. The evolution towards the post-hierarchy is as much cultural as it is structural.
Myth or inevitable change?
The question remains open. Post-hierarchy is not a universal panacea. Some organizations and industries require a certain level of hierarchy for regulatory, security, or operational complexity reasons.
However, several trends suggest that the traditional hierarchy will be less and less suitable:
- The rise of artificial intelligence and collaborative tools that decentralize information.
- The growing importance of agility, speed and creativity.
- The expectations of new generations in terms of meaning, autonomy and recognition.
Also, companies that do not question their hierarchy risk losing attractiveness, commitment and performance, while those that experiment with more horizontal forms give themselves a chance to prosper.
