Transformations in Organizations - Top Down or Bottom Up : Its actually Middle Out
We have all heard the terms Top Down and Bottom Up.
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In general, things like Vision, Mission, Strategy and Targets flow Top Down.
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Things like forecasts, improvement ideas and feedback flow bottom up.
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The question today is how should a transformation happen in an organization. Should it Top Down or Bottom Up. OR does it need a completely new mindset.
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Typically, a transformation program in an organization would be top-down: Upper management sets targets and relies on lower organizational levels to figure out how to meet them.
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Initiatives are then typically executed from the bottom up. While this approach can yield effective ways to cut waste, it rarely produces lasting results. Why?
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Because enduring improvement requires changes in both the work being done and how it is accomplished. Cross-company intelligence and deep experience are needed to identify those changes, and that calls for a “middle-out” approach.
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Senior executives frequently are too far removed from day-to-day operations to understand what truly needs to change. Consequently, top-down solutions tend to be superficial or at least short-lived.
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Frontline managers, meanwhile, often lack the contextual understanding to challenge existing processes, and so trim around the edges rather than propose major changes.
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But mid-level executives tend to have enough experience to see the shortcomings in current operations—and aren’t so close to the ground that they get lost in the weeds.
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The senior management generally has very good bird’s view of the consumer and competitive landscape. They have good idea of the capabilities of the organization. What they lack is the worm’s view.
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Worm’s view gives tells us exactly what are the shortcomings and what needs to be changed. Front line managers have an excellent Worm’s view but completely lack Bird’s view.
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It is only the middle management, that has the advantage of both, Bird’s view and Worm’s view. They can both zoom out and zoom in. This makes them the ideal fit for leading transformation in an organization.
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The top management needs to identify the WHY of transformation and communicate the same to the greater organization. WHAT needs to transform is clear to front line managers as they deal with the problems day in and day out. It is the HOW of transformation that middle management needs to figure out and get lasting transformation implemented.
Support business leaders execute the change agenda / Asia and Europe CPG HR experience (decade each) / Average tennis player / Interest in geo-politics / regular guy
1 周Great read and very well put. 100% agree. Only addition from me is where mid manager struggle is decision making. Where Senior leaders must be intentional and ensure things are on track. Thanks
Clean Energy Transition | Innovation | Ex-NTPC Limited
2 周Very well-articulated Jaikishan. ?I completely agree with the emphasis on the unique strengths of each level—senior leaders’ “bird’s-eye” vision, frontline managers’ “worm’s-eye” insights, and middle management’s balanced perspective that combines both. The "middle-out" approach you've highlighted is insightful, as it truly emphasizes the importance of connecting strategy with on-the-ground realities. I’d like to add that a successful transformation, while led by middle management, should be driven by a collaborative culture that bridges all levels. In my experience, enduring change comes when senior management defines a compelling “why,” middle management translates that vision into practical steps, and frontline employees feel empowered to voice their ideas and concerns. This integration makes transformation a shared journey rather than just a directive. Ultimately, true transformation is iterative and adaptive—requiring feedback loops across levels to sustain momentum. Transformation thus becomes a dynamic, collective process where top-down vision, middle-out strategy, and bottom-up innovation come together.
Jaikishan Gianani very pragmatic point of view on transformation conceptualization and execution. ??