In an increasingly unstable and competitive market, a company’s organizational structure is not merely an internal matter—it is a decisive factor in profitability, resilience, and overall attractiveness. But how effective are traditional hierarchical models today?
To answer this question, Professional Link commissioned a study conducted by the research institute Sylla, based on a sample of managers and decision-makers from Italian companies.
The findings provide a clear picture: on the one hand, the persistence of pyramid structures; on the other, a growing awareness that more collaborative, horizontal, and flexible models may offer more effective solutions to future challenges.
This article analyzes the research results, highlighting the limitations of current models, the advantages of alternative approaches, and the implications for those leading Italian SMEs today. It is a reflection on the future of organizations, where profit and social sustainability are no longer separate dimensions, but two sides of the same coin.
Italian companies are currently facing challenges such as increasing market instability, accelerated digital transformation, and evolving expectations from employees regarding welfare, physical well-being, and mental health. In this context, rethinking internal organizational models becomes a strategic lever to ensure competitiveness, attractiveness, and, above all, profitability.
Professional Link, in collaboration with the research institute Sylla, conducted a study to better understand how managers perceive and approach organizational models. The results show that while most companies still rely on traditional hierarchical structures, there is growing awareness of their limitations—particularly in terms of decision-making speed and talent development.
According to the data collected, 78% of Italian companies still adopt a traditional hierarchical model. However, the average effectiveness rating assigned to this model is 6.78 out of 10, with particularly critical evaluations regarding its ability to adapt to change (5.6 out of 10).
The main issues identified include:
Slow decision-making and rigidity (44%)
Poor interdepartmental communication (42%)
Difficulty in recognizing and leveraging talent and cross-functional skills (28%)
These findings suggest that while hierarchical models may provide stability, they increasingly act as a constraint on competitiveness by limiting the ability to respond quickly to rapid market changes.
While the pyramid structure remains dominant, research shows that managers are beginning to recognize the benefits of alternative approaches.
Collaborative and horizontal models receive a higher average effectiveness score (7.2 out of 10), particularly for their ability to enhance decision-making speed and team engagement.
Notably, 62% of respondents believe that organizations function better without traditional managerial hierarchies, reflecting a perception that overly rigid structures tend to slow down, rather than enable, day-to-day operations.
Despite this, the transition toward a collaborative model is still perceived as challenging. It requires time, experimentation, and, above all, an organizational culture based on trust and shared responsibility.
The most significant insight? Despite these challenges, 95% of Italian managers report being ready to adopt more collaborative models than those currently in place.
The research identifies four cultural clusters that describe prevailing approaches to organizational change:
These profiles highlight that leadership in Italy is far from uniform. It reflects a diverse cultural landscape where innovation and tradition coexist and continuously interact.
One of the most relevant findings of the study is the connection between organizational models and both economic and social sustainability.
Companies with a collaborative structure tend to achieve higher levels of engagement and motivation, which in turn reduces employee turnover and the associated costs. By valuing people and their skills, these models create environments that attract new talent, strengthening competitiveness in the market.
Moreover, faster decision-making enabled by non-hierarchical models allows organizations to respond more effectively to external disruptions, enhancing economic resilience.
This suggests that attention to social sustainability also contributes to economic sustainability, becoming a true driver of profitability. Companies who successfully integrate collaboration and trust into new leadership models are therefore more likely to stand the test of time.
The research commissioned by Professional Link does not aim to propose predefined solutions or universal models. Instead, it seeks to provide an accurate snapshot of how Italian organizations are structured today and which paths they may follow in the future.
The findings clearly show that organizational design can no longer be reduced to a structural choice (hierarchical vs. horizontal). Rather, it concerns how companies integrate economic competitiveness with the enhancement of human capital. This represents a critical shift, as profit can no longer be separated from the ability to continuously adapt and reinvent.
Profitability, whether we like it or not, will increasingly depend on sustainability—both social, in terms of cohesion and active participation, and economic, in terms of resilience and the ability to navigate change without losing attractiveness and competitiveness.
For this reason, we chose to open the discussion and present the findings during a dedicated event for entrepreneurs, CEOs, HR professionals, and managers.
The event, “Do Managers Still Matter?”, took place on February 25 in Milan, featuring contributions from Sebastiano Barisoni, Emanuela Girardi, Andrea Serra, Alberto Zambolin, and Andrea Ferlin. It represented an important opportunity to exchange perspectives, reflect, and share experiences of organizational change.
Guarda il video dell'eventoWatch the event video inserire link Vimeo