When organizations transition to flatter structures, they often aspire to empower teams, foster collaboration, and enable agile decision-making. Yet, one of the most common challenges we encounter when we are being called into an organization is the persistence of "zombie structures." These are legacy habits, processes, and behaviors that refuse to stay buried, undermining the transformation effort. With our methodology, these challenges don’t linger because we proactively address them during the transformation process.
Zombie structures are the remnants of old hierarchies—habits and patterns that resurface even when a company commits to flattening its organization. They’re the invisible barriers that hold back progress. These structures and behaviors can take many forms:
Hierarchical Decision-Making: Teams may still defer decisions to leaders at the top, even in an environment designed for autonomy. This often happens when leaders unintentionally reinforce these patterns by stepping in or overriding decisions.
Misunderstood Decision-Making Processes: Employees may lack clarity on how decisions should be made in the new structure. Instead of leveraging data and collaboration, they default to old approval lines.
Top-Down Engagement Efforts: Leaders who want to create an inclusive environment may inadvertently drive engagement in a hierarchical way, making it feel less like empowerment and more like control.
Habits from the Past: Teams and individuals often stick to familiar communication channels and workflows, even if they’re no longer efficient or aligned with the new structure.
Unclear or Convoluted Processes: Overloaded or poorly defined processes can leave teams unsure of how to operate effectively in the new structure.
These zombie structures aren’t just operational issues; they’re deeply ingrained behavioral and mindset challenges that can quietly erode the foundation of a flat structure.
Zombie structures linger for several reasons:
Lack of Clarity and Engagement: When employees aren’t fully informed or engaged with the purpose and function of new processes, they default to what they know.
Leadership Missteps: Leaders may unintentionally send mixed signals by behaving in ways that contradict the new structure, such as continuing to approve decisions that should be autonomous.
Changes That Don’t Make Sense: Changes that lack relevance or clarity for the people expected to implement them can create disengagement and frustration.
Not the Right Skills for the Transition: A flat structure demands new capabilities like collaborative decision-making, data-driven problem-solving, and effective communication. Creating an environment in which teams can slowly grow into the desired change and develop the necessary skills along the way ensures a smoother transition and sustainable success.
Cultural Inertia: Organizational culture evolves slowly, and habits tied to the previous hierarchy often outlast the structure itself.
The good news is that zombie structures and behaviors can be identified, addressed, and transformed. Based on our experience, here are actionable steps to tackle these legacy issues:
Conduct an analysis to identify lingering hierarchical habits and processes.
Include input from all levels of the organization to uncover hidden barriers.
Involve employees in the design of new processes and workflows.
Encourage co-creation to build trust and ensure buy-in from the start.
Foster collaborative decision-making and create an environment where teams can practice new approaches in real-time.
Use team sessions to help reflect on past habits and identify how to align behaviors with the desired changes.
Help leaders understand that their role will have to change, including giving up certain behaviors or mindsets, to achieve the desired results. Encourage them to embrace and model collaborative leadership styles, fostering trust and shared ownership within their teams and support them during the transition, recognizing that this process may challenge them in unexpected ways.
Help leaders understand where they may still defer to old hierarchical styles without realizing it, and support them in developing the skills necessary to engage teams as equal contributors, fostering collaborative decision-making and shared accountability.
Clearly define decision-making pathways to reduce confusion.
Establish feedback loops so teams can adapt and refine processes over time.
Regular check-ins and coaching can help teams navigate challenges and build confidence in the new structure.
Encourage teams to share their successes and challenges, fostering a culture of continuous learning.
Highlight and reward examples of teams embracing new ways of working.
Recognize small wins to build momentum and reinforce positive behaviors.
Addressing zombie structures isn’t just about overcoming obstacles; it’s about unlocking the full potential of a flat structure. When these legacy issues are resolved, organizations experience:
Improved Collaboration: Teams communicate and make decisions more effectively.
Increased Agility: The organization responds faster to internal and external changes.
Higher Engagement: Employees feel empowered and invested in their work.
Sustainable Change: The transformation becomes embedded in the organization’s culture.
Zombie structures may be persistent, but with the right approach, they’re not permanent. By addressing these legacy issues early and engaging teams throughout the process, organizations can build the foundation for true empowerment, collaboration, and agility.
What legacy habits or processes have you encountered in organizational transformations? How have you addressed them? Let’s start a conversation!
---
If you enjoyed this article, you may also like: