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As companies seek speed, agility, and cost efficiency, a growing number are flattening their org charts, significantly increasing the number of direct reports per manager.
While this strategy may streamline decision-making and align teams more closely with C-suite vision, it risks overburdening leaders and stalling talent development—two issues that can undermine long-term success.
From Span of Control to Span of Concern
In today’s leaner org charts, it’s no longer uncommon for managers to oversee 15, 20, or even 50 direct reports—double or triple the typical load seen just a few years ago.
This shift is driven by cost-cutting, technological enablement (e.g., AI handling routine tasks), and a broader move toward collaborative, empowered workforces.
In theory, fewer management layers can mean faster decisions and better alignment. But in practice, it often pushes managers to the brink.
The Hidden Costs of Overloading Managers
Despite support from AI and automation, two-thirds of managers say their workloads are already too heavy, and over half report burnout.
Stretching them further could lead to more time spent on managing metrics instead of mentoring people.
Worse, teams that require more support—such as new hires or highly specialized functions—may suffer disproportionately under uniform structures.
Talent Development Takes a Hit
Flattened org charts reduce the number of roles available for career progression, while giving existing managers less time for coaching.
That’s a double blow to leadership pipelines. Gen Z and Millennial employees—who prioritize training and development—may feel disengaged and exit for more growth-oriented environments.
Without active investment in mentoring, the next generation of managers will be underprepared, weakening future leadership.
What the C-Suite Should Do Now
Customize span of control by function. Not all teams benefit equally from flat structures. Functions like finance or compliance may need more manager involvement than agile tech teams.
Map org charts with care. Use smart org design to ensure the number of direct reports matches team needs and leader capacity—not just cost goals.
Double down on leadership development. If managers are expected to do more, give them the time, tools, and incentives to train others.
Use AI to free up—not fill up—managers’ time. Deploy automation to eliminate admin work and preserve space for strategic leadership.
We thank Wolfgang Bauriedel, Jonathan Wildman, and Justin Ripley, Senior Client Partners at Korn Ferry, for their thoughtful and timely insights. Their article sheds inspiring light on the evolving challenges and opportunities of flatter org charts.
