What: Middle managers play a critical role in bridging strategy and execution, ensuring organisational resilience and effective performance.

Why it is important: Recognising the value of middle management is crucial, especially as digital transformation and organizational restructuring increase pressure on these roles.

The Monocle article defends the essential role of middle management in large organisations, challenging the widespread narrative that bureaucracy stifles innovation and slows progress. It argues that while visionaries and senior leaders set direction, it is middle managers who translate strategy into practical action, maintain operational discipline, and ensure continuity during periods of change. The text highlights how middle managers act as interpreters between the executive suite and frontline teams, balancing competing demands and absorbing organisational shocks. Despite being criticised for perpetuating bureaucracy, these managers are depicted as vital for maintaining morale, fostering psychological safety, and sustaining performance, especially during digital transformation and restructuring. The article also addresses the growing reluctance among younger professionals to pursue middle management roles, noting that organisations must rethink talent pipelines and support structures to attract and retain future leaders. Ultimately, the piece calls for a renewed appreciation of middle management as a stabilising force that enables both innovation and resilience in the retail sector.

IADS Notes: As seen in the latest IADS White Paper on middle management, recent industry analysis from January and October 2025 confirms that middle managers are under increasing pressure, with 75% feeling overwhelmed and many seeking new roles. The Economist’s October 2025 report details a wave of layoffs and organisational delayering, yet underscores that effective middle managers remain crucial for technology adoption and operational resilience. Harvard Business Review in January 2025 emphasises the importance of middle managers in translating executive vision into actionable strategies, while its October 2025 findings highlight the need for psychological safety to foster innovation. The Financial Times in February 2025 notes Gen Z’s reluctance to take on these roles, signaling the urgent need for retail organizations to reimagine middle management to ensure future leadership and sustained performance.

In defence of middle management: why bureaucracy keeps companies running