Who are middle managers being laid off in tech and what do they do?

The latest wave of layoffs across the global IT and tech sector is putting organisational design under scrutiny, with middle management at the centre. As companies cut costs and aim for faster decision-making, many are trimming layers between leadership and execution teams.

Calls for flatter hierarchies, echoed by tech leaders like Jack Dorsey, have further intensified the debate around "management bloat" and agility.

However, HR leaders say the issue is less about eliminating middle managers and more about redefining their value. Positioned between strategy and execution, this layer becomes highly visible during restructuring.

Bharat Chander Uprati, HR Director at Intelloger, notes that middle managers sit at the intersection of vision and delivery, making them appear compressible when costs tighten.

As operating models evolve, organisations are reassessing not just the size of this layer but also the value it is expected to deliver.

WHAT EXACTLY IS MIDDLE MANAGEMENT?

Middle management refers to the layer of employees positioned between senior leadership, such as CXOs, VPs, and Directors, and frontline employees or individual contributors. This group typically includes delivery managers, team leads, project managers, and functional managers who oversee execution while aligning with strategic direction.

They operate as the connective tissue of an organisation. While senior leaders define long-term priorities and individual contributors focus on tasks, middle managers coordinate the translation of strategy into action.

Their effectiveness often determines whether a company's vision actually reaches customers, products, and operations.

However, during economic slowdowns or restructuring, organisations often question whether this layer can be streamlined. With digital collaboration tools, direct leadership communication, and agile teams becoming more common, some companies believe fewer managerial layers can speed up decision-making.

Removing this layer entirely can create operational gaps, particularly in large organisations where coordination and performance management are complex.

WHY ARE MIDDLE MANAGERS OFTEN THE FIRST TO BE TRIMMED?

According to Bharat Chander Uprati, middle managers sit between vision and delivery, and when companies tighten costs, that layer is usually the first to get trimmed. This is largely because leadership assumes that flattening structures will reduce overhead and accelerate execution.

Cost optimisation is one factor. Middle managers often represent a significant portion of salary budgets without being directly tied to revenue generation. In times of uncertainty, companies prioritise roles that directly impact product, engineering, or sales output.

Another reason is structural simplification. Many tech companies are shifting toward leaner operating models, where teams report directly to senior leaders or operate in autonomous pods. In such setups, the perceived need for multiple managerial layers reduces.

However, HR experts caution that eliminating middle management without redesigning workflows can lead to decision bottlenecks, employee disengagement, and a lack of accountability.

WHAT ROLE DO MIDDLE MANAGERS ACTUALLY PLAY?

Despite being targeted during layoffs, middle management continues to play a critical operational role. Uprati highlights that middle managers are primarily responsible for translating strategy into execution. They interpret leadership directives and convert them into actionable goals for teams.

They also manage teams and performance. From setting targets to coaching employees and handling conflicts, middle managers ensure that productivity and engagement remain aligned with business objectives.

Another key responsibility is driving delivery, operations, and reporting. In technology organisations, especially, middle managers track milestones, manage risks, and ensure timelines are met. Without this oversight, projects can drift or lose focus.

Perhaps most importantly, middle managers act as a communication bridge between leadership and employees. They communicate strategy downward and escalate challenges upward, helping maintain organisational alignment. This two-way communication becomes even more critical during periods of change, layoffs, or restructuring.

IS THE ROLE EVOLVING RATHER THAN DISAPPEARING?

Industry observers suggest that middle management is not disappearing, but evolving. Companies are increasingly expecting managers to be more hands-on, data-driven, and outcome-focused. The traditional "status reporting" manager is being replaced by leaders who actively solve problems, mentor teams, and drive innovation.

Organisations are also redefining spans of control, expecting fewer managers to handle larger teams while leveraging automation and collaboration tools. This shift requires middle managers to develop stronger leadership, communication, and operational skills.

At the same time, flatter organisations still require coordination, decision-making, and accountability, functions traditionally performed by middle managers. The difference is that the role is becoming more strategic and less administrative.

WHAT DOES THIS MEAN FOR THE FUTURE OF MIDDLE MANAGEMENT?

As layoffs continue in the IT sector, middle management will remain under scrutiny. However, the debate is shifting from "Do we need middle managers?" to "What kind of middle managers do we need?"

The organisations that succeed will likely be those that redefine rather than remove this layer, empowering middle managers to drive execution, enable teams, and accelerate decision-making.

When functioning effectively, they ensure that leadership vision doesn't remain confined to boardrooms but translates into measurable outcomes.

In a time of restructuring and uncertainty, middle managers may be under pressure, but their role as the bridge between strategy and execution remains more relevant than ever.