#hierarchy

A scrum master now is having a same title as level 6 analyst.

And then another scrum master is now Director IT project manager.

Level 6 & 7 roles used to be hard earned positions here.

One squad lead is Director while other is Engineering leader.

And a chapter lead is now Director, Engineering.

Explain to me the hierarchy now, it's confusing as fu-k and offensive to see someone who was merely a pencil pusher be in a same title as me...

In what world is this fu--ing fair???

So many layers, so much waste.

We have, by far, the worst recursive management hierarchy in the entire industry.

And they know it.

Zebra became very hierarchical at the Director and VP level several years ago. It’s an acute problem now.

Seems to be deep reluctance to cull the herd of ineffective Directors and VPs, or do away with layers.

For a $6 B company Zebra is ridiculously hierarchical and top heavy these days. It didn’t use to be this way.

Part of the issue is that Zebra leadership felt compelled to promote hordes of the best and brightest, and to promote women and minorities to make a declarative statement as an unapologetic liberal leaning and DEI embracing company.

All well and good but look around today.

Someone please help me understand why there are so many highly paid people with only two or three reports???? It seems like there are at least three more middle layers than needed.

What’s the reason our tech org isn’t centralized like at other companies, and why do we have so many layers of management?

Engineers rolling up to a Supv who rolls up to a Sr Mgr who also has engineers as direct reports. If leaders get one “5” to hand out, who does it go to? Does the Supervisor even get a shot at giving them to their direct reports, or will Sr Mgr get one and hog it for themselves?

Bypassing the thick of L1, L2, L3, L4, L5's above me? And the middle men/women of the DARN and chairman's line?

Jensen Huang runs Nvidia with 60 direct reports, how many does Sassine have?

The upcoming restructuring focuses on removing middle management. If the VP layer is cut while the EVP and Senior Directors stay, the total number of Directors will be reduced to flatten the hierarchy.

A notable portion of self-proclaimed "leaders" are, in fact, insecure and intellectually limited, and they actively suppress genuine talent due to feeling threatened. These managers frequently enforce strict hierarchical adherence and exhibit extreme anxiety when their direct reports communicate with individuals outside their BUs or with higher-ranking personnel.

I heard they cut some of the fat cats at the top of the hierarchy. They are making them reapply for their positions while also providing severance pay? I haven't noticed any of those positions listed either internally or externally. From what I hear, they covet fresh ideas and are looking for external applicants for those positions.

Did they just decide they can manage without the higher salaries at the top? I worked near one of them, and they always seemed to be doing nothing at all, they are from the Maryland area. They complained half the time about their direct report and the other half just looked busy and left early often. I know WIM sales is very heavy with people making too much. Is this a sign of the future? Cut from the top and move down instead of the usual cut from the bottom and gradually move up?

What do these Ford Executives do all day long?

At least half of them don’t even know what it is they are supposed to be doing.

L4 engineer here, just curious why my chapter lead has a VP of architecture as their boss. Whereas other software architects have other bosses. Not sure why.

Not a Bayer employee, just wondering how "Humanocracy" or "DSO" is working out. How does it actually differ from a "traditional hierarchy"?

This isn't meant to jab at anyone...honestly, just want opinions on the CM3s MLs etc.
Has this extra level of management made working in the stores, getting books and things done easier or more complicated?

20 years with company I've always felt my ideas would be heard at any level...As a result I've made incredible impacts and generated value while leveraging cross functional teams.

Last few weeks I've noticed where basically I was told to "stay in my lane" and things are feeling very top down.

Is this the new chevron?