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Non-hierarchical structure

De Scrum Manager BoK
Esta página es una versión traducida de la página Estructura desjerarquizada. La traducción está completa al 100 %.
⏱ 3 min  ·  📅 2026
A dehierarchized structure is an organizational structure that reduces or eliminates hierarchical levels of command and control, distributing decision-making authority to the teams and people with direct competence over each area. In Scrum Manager's AgiLevel framework, it is the structural principle of the organizational dimension and manifests itself through two behaviors: the self-organization of teams and the horizontality of the structure.

Why it is necessary in agile contexts

The classic hierarchical structure was designed to coordinate predictable, repeatable work: instructions flow down, results flow up, and the hierarchy controls the quality of the process at each level. This design is efficient when the work is stable and the knowledge resides in the procedures.

In contexts of innovation, high uncertainty, or knowledge work, knowledge resides in people. Hierarchy becomes a bottleneck: every decision has to go up the chain of command before it can be carried out, and those who make the decisions do not always have the technical or business knowledge needed to decide well.

A de-hierarchized structure responds to this reality by distributing authority to where the knowledge lies.

Levels of non-hierarchical structure

AgiLevel describes four levels of autonomy according to the degree of de-hierarchization:

Level Team autonomy Associated cultural paradigm
Directed The team carries out instructions Orange (achievement)
Self-managing The team manages its own work within defined frameworks Emerging Green
Self-designing The team also defines how it organizes itself Advanced Green
Self-governing The team has autonomy over its own governance Teal

Self-Organization as a Manifestation

The self-organization of Scrum Teams is a form of dehierarchized structure: the team decides how to organize the work, who does what, and how to solve technical problems, without an external manager assigning or overseeing these decisions.

Common mistake

Adopting non-hierarchical structures without explicit governance mechanisms. The absence of a formal hierarchy does not mean the absence of structure: it means the structure is different. Non-hierarchical teams need explicit agreements on how decisions are made, how conflicts are resolved, and who is responsible for what. Without these mechanisms, removing hierarchy produces ambiguity and unresolved conflicts, not productive autonomy.

Resources

🌐 AgiLevel — Official websiteModel documentation and resources

📄AgiLevel v.5.0Free download · Scrum Manager

🔧 AgiLevel Radar — Assessment toolScrum Manager · Free online assessment

🔧 AgiLevel CanvasScrum Manager · Tool

See also

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