A horizontal approach to reaching the top of corporate ladder

Organisational behaviour and communication is very dynamic in nature. Various schools of thought are constantly transforming with changing times on how businesses are being conducted with the onset of those who defy traditional norms and emerge as successful ventures with new-age approaches.

It's said that sometimes to move forward, you have to go back or in this case, move 'horizontally'. As more and more management professionals welcome this structure, heads of departments are equipping themselves to implement it as they get better traction with their employees.

Most organisations are opening avenues for their employees to explore horizontal movements as against the traditional vertical climb. Widening their skill sets and learning a different sphere of functioning within the organisation is an enriching experience and fairly rejuvenating. The youth of today don't define growth as merely earning better designations or taking home a larger package. The trend of shifting sideways-moving to another department at the same level-is gaining a momentum especially in the start-up community, where flexibility and encouragement is an intrinsic culture. This leads to employees being well-versed with most of the departments in the organisations which paves the way for them for a further role in the organisation or harness their entrepreneur abilities.

Truth is there is quite the charm of progression quick when it comes to vertical structure, but overlooking the wisdom coming from the lateral development could mean limiting long term options. Vertical growth is where you'd push your ambition to the brim, to award yourself with triumph and hence create a sense of fulfilment. They both complement each other as one helps you get to the top and other lets you explore your capabilities and gives you a wider area of expertise.

Strong leadership, thought leaders and industry veterans make the vertical organisations tick, whereas horizontal structure needs a strong cohesive team at all levels. This brings out the challenge of nurturing and garnering high performing individuals at all times, which increases the demand for holistic training and all round development of employees.

Managers are seeing this as an opportunity to deal with under-performing members or those that are perceived as misfits, by contrast to their individual skill set, possibly suitable for other tasks. It further allows HR to minimise the unwelcome process of 'laying off' or hunting talents in each department.

The debate over going up or going sideways has been one of interesting conversations at many occasions. While to some growth would mean specialisation and reaching to the top of a career path, many others don't feel comfortable about being pigeon-holed in a single department for almost an entire lifetime.

Startups today by default have adapted the horizontal structure of organisation due to lack of workforce and this gives the employees and opportunity to learn of what goes into making a company successful and organically creating the foundation for future entrepreneurs. This nurtures a sense of respect for, and attachment with the company. It also inculcates a sense of healthy competition and teamwork within the company. In many ways a horizontal growth proves beneficial for the company and people alike. Skill, talent and personality development being the core take away from the exercise.

Years of traditional systems have made today's employees rigid in their perception of growth, however some are breaking the stereotype and opting for this unconventional move of moving sideways. Still to gain a wider audience, the idea of holistic growth is increasingly attracting youth who wish to work towards moulding their personal and professional profile.

While it may be a daredevil stunt for many, for those who have age on their side and passion in their bellies, the (corporate) world is flat!

(The author is Chief Administration Officer, Housing.com)