The muddled middle of management

In management, there are rather simple principles that impact the work on an individual basis as well as simple principles on a large scale that define a company’s organizational basis. Yet much available management material focuses on the activities at the scale of middle managers, though it is not entirely clear it creates the desired effect or pushes organizations in the right direction. Process changes aimed at the muddled middle incur costs to implement and often offer no clear indication that a benefit equivalent to the cost was realized. Such initiatives and corresponding data can bog down organizations.