Levels, Roles, and Leadership Throughout

Something I've been chewing on recently is the notion that hierarchy and titles are antiquated concepts, especially for organizations looking to keep pace in (as Thomas L. Friedman has termed it) the age of accelerations. From my perspective, structuring a work force according to a hierarchy impedes the movement of people. A hierarchy implies that you work in one area for someone on certain things and need to take a new job in a different area for someone else to work on other things. When it comes to title, they tend to be┬ánarrow or skill-oriented (like "project manager, "customer service representative," or "accountant") and rarely reflect the reality of what a person really brings to the table. These sorts of titles lead to assumptions about a person's ability to contribute…
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