The Hierarchy Debate: Why “No Hierarchy” Isn’t the Answer

I meet a lot of people who complain about hierarchy and claim that removing it is the solution.

Every company I’ve seen has consultants — or employees — preaching the end of management layers. But rarely do they explain: what problem are they trying to solve?

It’s become a meme. It’s trendy to say “no hierarchy.” But being anti-hierarchy doesn’t solve the real issues.

Hierarchy Isn’t the Enemy

Sure, we don’t want endless layers of bureaucracy. But we also cannot expect everyone to:

• Make strategic, commercial, or life-changing business decisions
• Understand the full market, deal with shareholders, or manage budgets
• Handle redundancies, expansion plans, or legal compliance

Executives and managers exist to carry these responsibilities. Removing hierarchy doesn’t automatically create smarter decisions — it often creates chaos.

What a Good Hierarchy Does

A functional hierarchy:

• Enables delegation: People focus on their strengths while developing new skills.
• Supports succession planning: Responsibility grows individuals and prepares them for future roles.
• Provides perspective: Different levels offer varied lenses on the business, letting leaders focus on growth.

In short: hierarchy, when designed well, helps people develop, contribute, and advance — without overloading them with responsibilities they aren’t equipped for or don’t want.

The Real Problem: People, Not Structure

Most complaints about hierarchy are really complaints about people: poor decisions, lack of capability, dysfunctional behaviours — not the structure itself.

Yes, layers of bureaucracy can be frustrating. But removing hierarchy entirely often leads to:

• Confusion over who decides what
• Poorly informed business decisions
• Burnout and stress among employees

I know someone who tried it. He stripped his business of management layers. People made decisions they weren’t ready for, the business nearly collapsed, and millions were lost.

Focus on Behaviours First

If you’re thinking about flattening the hierarchy, start with the people, not the structure.

• Assess decision-making capabilities
• Improve leadership and management skills
• Address behaviours that cause dysfunction

Fix these first, and you might find that many perceived hierarchy problems disappear — without risking chaos.

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Takeaway

Hierarchy isn’t inherently bad. Dysfunction comes from poor behaviours, not layers of management. Focus on people, not the org chart, and your business will be healthier, more productive, and more resilient.