---
id: "claim-pipeline-compression-underprepares"
type: "claim"
source_timestamps: ["§ What's Changed", "¶6"]
tags: ["succession-planning", "middle-management"]
related: ["concept-compressed-leadership-pipeline"]
speakers: ["Michael D. Watkins"]
confidence: "high"
testable: true
sources: ["reskilling"]
sourceVaultSlug: "hbr-seg-reskilling"
originDay: 10
articleStem: "hbr-nm-100-3-forces-manager-to-leader"
sourceUrl: "https://hbr.org/2026/06/3-forces-are-redefining-the-transition-from-manager-to-leader"
sourceTitle: "3 Forces Are Redefining the Transition from Manager to Leader"
---
# Pipeline Compression Leaves Leaders Underprepared

**Claim (confidence: high · testable):** Organizational flattening has removed the developmental stepping stones that gradually prepared leaders, so the jump to enterprise leader is abrupt and leaders arrive underprepared.

The organizational flattening that eliminated middle-management roles has removed the crucial stepping stones that gradually prepared leaders. As a result, the jump to enterprise leader is abrupt, and leaders arrive underprepared for the breadth of judgment required — the role arrives fully formed without an on-ramp (see [[concept-compressed-leadership-pipeline]]).

**Testability / evidence:** Well aligned with practice. Leadership-development bodies document decades of flattening and shrinking middle management; executive-development literature (McKinsey, CCL) now recommends deliberate stretch assignments, simulations, and rotations to compensate (echoing [[action-simulate-enterprise-tradeoffs]]); CEO-success research points to breadth of experience as a strong predictor of effectiveness. **Counterpoint:** robust leadership academies, structured rotations, and accelerated programs partially compensate; some flat tech firms argue early, wide responsibility accelerates learning — though long-term risk evidence (burnout, immature governance) is still emerging.