A new management method, horizontal management is based on the specific needs of each employee. The aim is to integrate them into the company’s decision-making process, not only to motivate them, but also to increase their productivity. This new method of staff management offers many advantages.

According to IFOP, “85% of companies believe that innovation should be at the heart of a company’s development strategy. However, companies devote only 10% of their time to innovation research.” Horizontal management consists in reducing the hierarchical gaps between senior managers and employees. Every level of the company needs to undergo a genuine transformation. For large companies or older SMEs, implementing such a method is complex, if not impossible, if the manager limits himself or herself to using available skills.

Horizontal management offers a number of advantages, both collectively and individually:

• Improving employee well-being at work;
• Simplify and streamline exchanges during decision-making ;
• Increase company performance;
• Adapt to changes in the business world.

Although there are many advantages, horizontal management does have its limits:

• Difficult to adapt to large companies;
• You need a framework with a clear vision and people in charge.

Horizontal management requires a thorough examination of how a company is organized, which is carried out step by step:

• Taking stock;
• Define objectives and strategic challenges;
• Define an action plan ;
• Deconstruct the old model and change practices;
• Install collaborative digital tools ;
• Training teams;
• Redefining the role of managers;
• Calling on an interim manager ;
• Simplify long, complex procedures.

Through horizontal management, the role of managers is changing. Now coaches, they need to know how to forge solid links between employees, to encourage autonomy and value each individual’s contribution. Their interventions are no longer based solely on results, but on work processes. Poorly presented, horizontal management can lead to resistance from managers who realize that their authority is doomed to disappear. The employees reporting to them will soon be self-managing their diaries according to the needs of other departments’ projects.

To make a success of this phase of change in your company, it’s best to call on Transition Management. As part of the implementation of horizontal and collaborative management, the interim manager ensures that the new communication tools are properly installed and used, and that the project, its objectives and the benefits for the company are clearly communicated.