I came across this idea while reading Radical Candor by Kim Scott: many leaders wear the “flat organization” label as a badge of honor. The thinking goes, We don’t need titles or hierarchy here—we’re all equals. I understand the sentiment. It’s about teamwork, openness, and avoiding the bureaucracy that slows so many companies down.
But here’s the problem: the idea is often misguided.
Clear job responsibilities and reporting lines aren’t about ego or status—they’re about role clarity and accountability. In my experience, these are essential for any organization larger than about ten people. Without them, you don’t have a “flat” organization. You have an informal organization.
In small, tight-knit teams, you can often operate without a formal org chart because everyone naturally knows who does what. But as soon as you add more people or introduce complexities like multiple locations, that informal structure starts to break down. Confusion sets in. Hand-offs get messy. Accountability becomes fuzzy.
I often say, “If you can’t map it, you don’t know how it works.” This applies to both your processes and your organization chart. If you can’t draw it on paper, there’s a good chance it’s not working the way you think.
Ironically, ego is often what drives leaders to avoid structure. They worry that titles and reporting lines will bruise feelings or create tension. But in my experience, the opposite happens: without clarity, leaders spend more time refereeing conflicts and making decisions that should be handled by others.
So, let’s retire the “flat organization” badge of honor. Structure doesn’t have to equate to inflated ego and corner offices. Done right, it means high-performing accountability—and that’s something everyone can benefit from.
