Core Viewpoint - The necessity of middle management is being questioned in the context of flattening organizational structures, yet their role is evolving to become essential in bridging strategy and execution, especially in the age of AI [1][2][3] Group 1: The Role of Middle Management - Middle managers are often seen as redundant in modern organizations, labeled as inefficient and disconnected from frontline realities [1] - The rise of internet companies has popularized a flat organizational structure, which is perceived as more agile and innovative, leading to the view that middle management hinders progress [1][2] - However, middle management is crucial for effective communication of strategy, maintaining fairness in execution, and ensuring organizational stability amidst rapid changes [2][3] Group 2: Transition from Managers to Enablers - The traditional role of middle managers is being redefined from mere executors of tasks to strategic enablers who can navigate complex environments [3][4] - Middle managers must possess both business acumen and technical understanding to effectively coordinate resources and foster team dynamics [3][4] - Companies need to empower middle managers through structural changes that allow them to take on more significant roles in decision-making and resource allocation [4][5] Group 3: Systematic Changes Required - Organizations should implement three key changes to support middle management: empowerment through role reconstruction, process optimization for cross-functional collaboration, and an upgraded evaluation and incentive system [4][5][6] - The evaluation system should recognize contributions beyond traditional KPIs, focusing on organizational impact and team dynamics [6][11] Group 4: Case Studies and Practical Applications - Huawei has adopted a platform-based organizational model that emphasizes project-based operations, allowing middle managers to lead cross-departmental teams effectively [7][8] - Haier has transformed its structure to eliminate traditional middle management roles, instead empowering employees to act as entrepreneurs within a platform ecosystem [12][13] - Alibaba's Damo Academy illustrates a shift towards a value-driven approach, where middle managers facilitate collaboration across disciplines and ensure ethical considerations in AI development [16][17][18] Group 5: Cultural Transformation - A cultural shift from command-and-control to collaborative empowerment is essential for middle management to thrive in the AI era [15] - Organizations must foster a culture that encourages innovation, shared responsibility, and psychological safety for middle managers to fulfill their evolving roles [15][16]