So management as coaches and knowledge peers ?

Harold has, at the moment, a manual outlining a very interesting methodology that spells out how pertinent domain, organization and industry knowledge has been rigidly defined in hierarchical arrangement for the past 60 years. Decoding that methodology yields many interesting insights about how the middle management roles could be adapted or re-designed for a / the new set of conditions.

I'll have to show it to you the next time we meet F2F.