How can you tell that technology is genuinely changing the organizational structure?

Watch whether the place where decisions are made changes, whether the number of approval steps changes and whether different people need to pass information onward. Simply speeding up the same process is not yet a structural change.

What new role may remain for a manager after control and coordination are automated?

Developing people’s capabilities, handling exceptions, setting the boundaries of automation and coordinating work between employees and AI systems.

Technology does not just automate tasks. It can change the number of managers, the distribution of decisions and the shape of the company

23 hours ago.

The impact of technology on company management cannot be measured only by the number of automated tasks. Work-coordination tools can move decision-making closer to teams and reduce the need for some control layers. At the same time, new management work emerges: managing collaboration between people and AI, developing employee capabilities and defining the boundaries of automation.

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