Extra-condensed knowledge

As organizations shift toward a more distributed workforce long-term, the traditional role of a middle manager — monitoring productivity, optimizing individual performance — is becoming increasingly redundant in three key ways:
The conventional 9-to-5 model is growing obsolete.
Digital infrastructure is replacing the physical office.
Measuring output has gotten easier, while building shared purpose has gotten harder.
From Routers to Leaders
Middle managers still have a key role to play — that role just needs to evolve.
Managers will be both more effective and less stressed if they leverage tools optimized for tracking remote and hybrid workforces, and then focus their own energy on building teams and developing talent.
Managers will need to become comfortable with greater scrutiny and day-to-day accountability from their employees, but in return, employees will be empowered with the context they need to stay aligned and make quicker and better decisions.
There is an entire canon of research dedicated to solving the riddle of the middle manager.
This publication alone has run everything from “In Praise of Middle Managers,” to “Why Being a Middle Manager Is So Exhausting,” to “The End of the Middle Manager.”

Multiple updates for those traveling at high speed on GKPath, HBR,

Lesson learned, HBR,

Pandemic has created an unparalleled opportunity to rethink the role of management for a new, digital-first world.

Opportunity, HBR,

Instead of being stuck in the middle, managers will be free to focus on something that is infinitely more important: building and connecting the people that are the true lifeblood of any organization.

Genioux knowledge fact condensed as an image

The shift to remote work has taken its toll on us all, but middle managers have faced particular challenges over the last year.
As organizations shift toward a more distributed workforce long-term, the traditional role of a middle manager — monitoring productivity, optimizing individual performance — is becoming increasingly redundant in three key ways:

The conventional 9-to-5 model is growing obsolete.
Digital infrastructure is replacing the physical office.
Measuring output has gotten easier, while building shared purpose has gotten harder.

Middle managers still have a key role to play — that role just needs to evolve.
Managers will be both more effective and less stressed if they leverage tools optimized for tracking remote and hybrid workforces, and then focus their own energy on building teams and developing talent.
Managers will need to become comfortable with greater scrutiny and day-to-day accountability from their employees, but in return, employees will be empowered with the context they need to stay aligned and make quicker and better decisions.

There is an entire canon of research dedicated to solving the riddle of the middle manager.

Category 2: The Big Picture of the Digital Age

[genioux fact deduced or extracted from HBR]

Multiple updates for those traveling at high speed on GKPath, HBR,

Lesson learned, HBR,

Pandemic has created an unparalleled opportunity to rethink the role of management for a new, digital-first world.

Opportunity, HBR,

Instead of being stuck in the middle, managers will be free to focus on something that is infinitely more important: building and connecting the people that are the true lifeblood of any organization.

Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

Type of validity of the "genioux fact".