Horizontality
Hierarchical structures develop command-and-control models to manage people who carry out their tasks under direction. At each level, the hierarchy designs the instructions and oversight for the level below. This hierarchical control works in stable environments, but it does not foster creativity, nor does it allow large organizations the continuous, rapid adaptation that complex environments demand.
It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do. — Steve Jobs
However, when people rather than processes are responsible for the outcome, autonomy and self-management are needed, which entails flat organizational structures.
Horizontality in practice
Horizontality does not imply an absence of structure or of differentiated responsibilities: it implies that coordination and decision-making flow directly between people with expertise on the matter, without requiring approval from intermediate hierarchical levels.
In agile teams, horizontality shows up in the following ways:
- The development team self-assigns its work without a manager assigning it.
- Technical decisions are made by those with the technical knowledge, not by those with the highest position.
- The Scrum Master facilitates without having authority over the team.
- The Product Owner has authority over the "what" but not over the "how."
Risks of Horizontality Without the Right Culture
Horizontality requires a culture of shared responsibility, direct communication, and psychological safety. Without these foundations, a flat structure can lead to indecision (no one feels they have the authority to decide), unresolved conflicts, or a silent capture of power by the most informally influential people.
Common mistake
Confusing horizontality with absolute egalitarianism. Horizontality does not mean that all opinions carry the same weight on every topic, nor that there are no differences in responsibility. The Product Owner carries more weight than the developer in decisions about what to build; the developer carries more weight than the Product Owner in how to build it. Horizontality redistributes authority according to competence; it does not dilute it uniformly.
Resources
🌐 AgiLevel — Official websiteDocumentation and resources for the model
📄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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