管理者角色革新与人效提升新路径报告（英）-德勤

What's the future of management? | Deloite Insights2025/3/24 16:48DeloitteInsigntsIs there still value inthe role ofmanagers?For most organizations, the value isn't found ineliminating the role-or ignoring the need for change.There'sathirdpath:reinvention.AndAI canhelpARTICLE + 17-MIN READ • 24 MARCH 2025Companies with strong management report up to 15% higher financial performancethan those with weaker management,' and evidence suggests managers may havemore influence on an organization's performance than any other group.’ So why aresome organizations either eliminating the role completely or greatly reducing thenumber of middle manager roles?This shift toward “bossless" organizations is likely being driven by a renewed focuson efficiency, agility, and worker empowerment with “zero distance" to thecustomer. Economic pressures have organizations looking to reduce costs, andartificial intelligence and other technologies are poised to take on manyadministrative tasks. According to one analysis, US employers were advertising 42%fewer middle management positions at the end of 2024 than they did in the spring of2022.°And research by Gartner predicts that through 2026, 20% of organizationswill use AI to flatten their organizational structure, eliminating more than half ofcurrent middle management positions.READ MOREFROMTHEREPORT2025 Global Human Capital Trendshttps:/www2.delotte.com/us/en/insights/focus/human-capitel-trends/2025/future-of-the-middle-manager.html1/20What's the future of management? I Deloite Insights2025/3/24 16:48These changes beg the question: Is there still value in the manager role?Some key capabilities that managers often perform will always be neededlikecoaching and development of their people. Today, the people being managed are inneed of support more than ever due to the shrinking half-life of skills, the impact ofAl, and the increasing pace of change.And new capabilities will likely need to be developed in light of a changing landscapein the world of work. This suggests that managers may need to take on new roles aswell. Managers, for example, are uniquely situated to redesign work to capitalize onthe promise of Al, enable change and agility in the face of increasing volatility, andmake judgment calls and decisions closer to the customer. It might not be themanager who performs these capabilities, but for most organizations, keeping thesecapabilities in the manager role makes the most sense.For most organizations, eliminating managers altogether isn't the solution. Butneither is simply retaining or elevating the role of the manager as it has existed forover a century. Instead, organizations should seek a third path: reinvention of therole entirely. Because in an age in which work is increasingly complex and volatic,people-powered, and more Al-augmented, the traditional role of the manager may nolonger be fit for purpose. We may indeed have fewer managers in the future, butwhat and how they do their work should evolve for the ne