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Date
2 February 2024
Author
Lila Haesebrouck
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In this new edition of the Managerial Excellence Masterclasses, we explore a complex and ambitious question: should hierarchy be abolished? To shed light on this topic, we welcome Julien Dreher, author of Tous Managers, a work that proposes reinventing organizations through the idea of a liberated company. Ready to discover how to rethink your company’s structure?
Hierarchy, an Outdated Model?
Julien Dreher begins by reminding us that modern companies often inherit a model of hierarchical management born at the beginning of the 20th century. Drawing on Fayol’s principles and the bureaucracy of Weber, this model relies on a clear separation between those who decide and those who execute. Julien emphasizes that this paradigm, although it proved effective in the context of the industrial revolution, now shows its limits in a world where complexity and the speed of transformations have become the norm.
From Pyramidal Organization to Self-Governance
The idea of abolishing hierarchy does not mean suppressing all forms of power or leadership. According to Julien Dreher, it’s more about rethinking the traditional pyramid by fostering self-governance within teams. Inspired by approaches like those of Frédéric Laloux in “Reinventing Organizations”, he proposes moving to more agile models where power is distributed more horizontally. This would allow for better management of the increased complexity of modern organizations, while respecting the need for creativity and autonomy among employees.
Autonomous Teams for more Flexibility
For Julien, one solution to the rigidity of traditional structures is to form autonomous teams, capable of making quick decisions adapted to on-the-ground realities. He draws inspiration here from agile methods, widely used in startups and product teams, where each member contributes to decision-making. This helps reduce hierarchical bottlenecks and encourages innovation.
The Risks of Abolishing Hierarchy
However, Julien Dreher warns against a rushed transition to a completely horizontal model. He points out that in many companies, hierarchy remains an important reference point for employees. Removing this structure without offering new reference points can lead to a loss of meaning and a decrease in team cohesion. For him, the challenge is to successfully decentralize power while maintaining clarity in roles and responsibilities.
The Manager: a Coach rather than a Boss
Julien proposes redefining the role of the manager within this new framework. Instead of remaining the exclusive holder of authority, the manager must become a facilitator and a coach for their team. It involves delegating power on certain subjects while continuing to provide a strategic vision. This transformation allows for unlocking the potential of each team member and creating a more dynamic work environment.
Towards a more Empowering Organization
The abolition of hierarchy does not mean the end of all forms of control. Julien insists on the need to implement tools and processes that enable employees to be empowered. For example, a system of decision transparency or decentralized conflict management can help maintain a harmonious work environment. It’s a way to reconcile autonomy and responsibility, while meeting the expectations of new generations.
A Cultural Revolution
The end of hierarchy as we know it requires a profound cultural transformation. Julien Dreher concludes that to succeed in this transition, it is essential to create a culture of continuous improvement where each employee is encouraged to progress and become autonomous. It’s not a miracle solution, but a gradual process that, when well-managed, can allow an organization to gain in agility and efficiency.
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Tags
Date
2 February 2024
Author
Lila Haesebrouck