Hierarchical structures can be useful even for teams that need to be agile
Some academics have even argued that hierarchies may be effective instruments of execution but are ultimately ineffective at adaptation in the face of complexity and uncertainty.
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Knowledge-intensive work is quite different from the physical manufacturing work that birthed the corporate hierarchies widely prevalent today. Consider the incompetent Pointy-Haired Boss in the Dilbert comic strip: He cannot lead through wisdom or better information, and he is unable to control his subordinates because their work depends on effort that he cannot observe or comprehend.
Add the usual challenges of transmission losses – such as control and information – in multi-layered hierarchies, and one might justifiably ask if hierarchies are an anachronism and simply have no place in today’s knowledge-intensive economy. Some academics have even argued that hierarchies may be effective instruments of execution but are ultimately ineffective at adaptation in the face of complexity and uncertainty.
In line with this thinking, many organisations – from tech companies to professional services firms have experimented with agile or flat designs that dismantle traditional forms of hierarchy in order to harness the distributed knowledge of specialised individuals.
But are there certain situations in which the presence of a hierarchical structure can be useful to cope with complexity and uncertainty? In other words, can hierarchy and authority figures create agility even if the boss is no wiser than the subordinates, nor able to directly control or monitor their behaviour?
In our research, we used a computational model to build “digital twins” – simulations of teams that possessed either hierarchical or flat structures. We investigated the function of authority in these teams and the structural role that bosses play. Our findings reveal that organisations that need to achieve agility – in the sense of rapid results – in environments that require coordinated action among team members may benefit from a hierarchical structure of influence in which a boss influences subordinates more than the other way round.
[This article is republished courtesy of INSEAD Knowledge, the portal to the latest business insights and views of The Business School of the World. Copyright INSEAD 2024]