Middle Managers' Role in Digital Transformations

As we continue to evolve SAFe, one of the key roles we’re focusing on is people managers, aka middle managers, who haven’t always gotten the support they deserve. I like to think of these people as change leaders who play a critical role in navigating the complexities of the shifting organizational landscape. We have an opportunity to support people managers to provide leadership to connect the dots, drive aligned communication, build communities of practice, and support learning in many forms to accelerate continuous improvement. This opportunity also involves empowering managers to inspire and develop people throughout the organization by being trusted coaches and mentors who support employees’ career ambitions, point them to helpful development resources, and create a supportive environment where they can thrive. As our ways of working change, organizations will experience challenges associated with the impact of AI on the flow of work and team dynamics. How you bring your people managers forward as you move from hierarchy to the ART structure to the innovation structure will be important. In a recent Forbes article, Dr. Karina Ochis, Gen Z Expert and Professor of Leadership and Management, wrote, “The impact of AI on management will depend on the organization's adoption level. Managers will have more time for strategic work if AI is used for repetitive tasks. They need to train employees in AI tools and error handling. If AI is used for insights and feedback, managers will have better access to data to make informed decisions and improve performance. They must develop data literacy and analytical skills to evaluate AI outputs. If AI improves human collaboration, managers can leverage their team's diverse skills and create value across boundaries. They must enhance interpersonal skills and communicate with employees effectively.” New guidance is coming soon from the Framework team about the role of the people manager in SAFe. In the meantime, I encourage you to read the extended guidance article, The Evolving Role of Managers in Lean-Agile Development. https://lnkd.in/g252E_a2

Your Leadership Blueprint for the Future 🔛 If you're an executive grappling with the fast-paced evolution of Tech, AKA #ai, you're far from alone. But while some see a challenge, I see an unprecedented opportunity. #GenerativeAi isn't just the future—it's your next competitive advantage. As someone who has spearheaded major technological integrations at AT&T, embracing AI today is not an option but an imperative. >>Key Leadership Strategies in the AI Era 1. "Active Listening: Your Secret Weapon in AI Adoption" Begin by conducting internal audits or surveys to understand the current perception of AI within your organization. Address concerns openly in town-hall meetings. 2. "AI: Augmenting Human Excellence, Not Replacing It" Implement pilot projects that clearly show how AI can improve but not replace human tasks. 3. "A Vision Well Communicated is a Vision Half Realized" Develop a transparent roadmap for AI adoption and share it across all organizational levels. 4. "Collective Learning: The Cornerstone of AI Success" Organize regular training sessions and encourage cross-functional teams to collaborate on AI projects. 5. "Human Potential: The X Factor in Your AI Strategy" • Celebrate and reward creativity, problem-solving, and other uniquely human skills that AI can't replace. >> Reshaping Corporate Roles for an AI-Driven World • "From Rote to Remarkable: Entry-Level Roles Reimagined" Invest in training programs that allow entry-level employees to upskill and take on more creative or strategic roles. • "Middle Management: Your New Role as the Talent Nurturer" Pivot from task managers to talent developers, focusing on guiding teams to maximize the use of AI tools effectively. • "Senior Leaders: Data-Driven Culture Architects" Lead by example. Utilize AI to make informed decisions and set a precedent for a data-driven culture. >> Organizational Structure: The New Shape of Success • "Flat is the New Up: Why Project-Based Teams are Tomorrow's Winners" Move toward a more agile structure that encourages rapid decision-making and adaptation. • Strategic Partnerships: Your Path to AI Superiority "Don't Just Compete, Dominate: Partner to Innovate" Seek partnerships with AI solution providers or academic institutions to stay ahead of the curve. This tech shift and paradigm change will redefine leadership, organization, and strategy. The AI revolution is already here—how you respond today will determine where you stand tomorrow. Are you leveraging AI to solve real-world problems, or are you still in the exploratory phase? •••••••••••••••••••••••••••••••••••••••••••••• Mariana Saddakni, ★ Digital Product Innovation, Operational Mastery, and Customer Experience Excellence ★ Former Global Head of Product and Customer Experience, AT&T– Fractional Executive, Service Industry Growth and Retention Expert 🌐 Let's connect! ••••••••••••••••••••••••••••••••••••••••••••••

✨ Bridging the Gap in Organizational Change: The Vital Role of Mid-level Leaders ✨ Mid-level managers play an indispensable role in ensuring organizational change goes beyond a top-down directive, positioning it as a shared mission. Navigating the complexities of change requires more than executive decrees; it calls for a careful interpretation and translation of high-level strategies into daily operations. Mid-level managers stand at this vital juncture, interpreting C-suite aspirations and turning them into actionable steps their teams can embrace. Their skill in shaping and conveying the narrative of change can significantly influence its success, determining how transformations are perceived and adopted organization-wide. Endowed with a unique perspective that encompasses both the ambitions of executive leadership and the sentiments of their teams, mid-level leaders have the ability to craft communications that resonate, inspire, and clarify. Within this framework, storytelling isn't just about disseminating information; it's a powerful way to instill purpose, clarity, and a collective vision. By refining this skill, mid-level leaders can nurture a culture where change is seen as a collective journey towards progression. In the dynamic professional environment of today, where change is the norm and adaptability is crucial, mid-level managers act as the pillars ensuring a seamless alignment between strategic intent and its execution. They champion the idea that organizational adaptation is a collective endeavor. Through their clear communication and deliberate actions, mid-level leaders shape the course of change, adeptly guiding their teams through evolutions, and preparing them for the challenges ahead. #teachleadinspire #leadership #organizationalchange

“It is the end of middle management”—a refrain we’ve heard since 2011, when publications like HBR predicted its demise due to technology. Yet, the proportion of middle managers in the US labor force has only grown, now representing 13-15%. These managers, often portrayed as obstacles to rapid change due to their enforcement of rules and compliance, are again under scrutiny as organizations accelerate AI adoption. AI is said to be flattening organizational structures, with massive layoffs at major corporations cited as evidence. Indeed, AI now handles many supervisory functions such as scheduling, measurement, and reporting. This automation should enable middle managers to shift focus toward coaching, collaboration, and people development. Those who adapt and build skills to work alongside AI are more likely to thrive. But while the role is evolving, it’s not disappearing. Middle managers serve as the crucial link between senior leaders and frontline employees, translating strategy into action and fostering accountability. If their supervisory duties are overlooked or eliminated, organizations risk “accountability arbitrage”—where blurred oversight allows individuals to avoid responsibility. When companies flatten structures and push for speed, these “gray zones” can emerge, leading to gaps between different groups’ priorities and management approaches. As we redesign the role of middle management, maintaining a culture of accountability is essential. This requires investing in managers’ training, redefining collaboration and coaching responsibilities, updating recognition models, and ensuring clear career pathways in line with organizational values. AI adoption should not cost us the hard-won culture of accountability. Instead, by thoughtfully evolving the responsibilities and support for middle managers, organizations can retain the vital oversight and connection that sustain healthy, high-performing workplaces. #Accountability #MiddleManagement

I recently spoke with Forbes’s Rodger Dean Duncan about the research and key findings from my book, Power to the Middle. We discussed the unique strengths of middle managers—and ways leaders can help them succeed. Middle managers are the link between the frontline workforce and senior leadership, key to shaping and guiding organizational strategy. They are also critical to establishing human connections and creating a supportive culture in an increasingly digital workplace. And, with generative AI expected to transform the way people work and the nature of work itself, managers are best positioned to reimagine team members’ tasks and responsibilities. Current organizational structures were not built to adapt to the changing world of work. Leaders will need to reshape the role of the middle manager to enable them to drive impact as coaches, connectors, and navigators. Read the article here: https://bit.ly/3OrPy2G #PowerToTheMiddleBook #MiddleManagers #EmployeeExperience #FutureofWork