ABSTRACT
Back in 1994 the author began to investigate what was happen-
ing to people’s careers in organizations that were changing their
structures, in particular flattening them by removing manage-
ment layers. At that time, delayering was often linked with
downsizing to produce a leaner, meaner organization which
could meet the challenges of the recent recession and the impact
of technology and come out on top. The research involved
organizations across the sectors both internationally and in the
UK and found some interesting trends which the author has
been following up with the same organizations and individuals
over the past three years (see Holbeche 1995, 1997a).
