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The young generation of employees, which definitely prevail in the IT industry, expect great flexibility from employers.
An organizational structure is the method that an organization employs to delineate lines of communication, policies, authority and responsibilities. The Flat Structure Model guarantees the possibility of quickly reorganizing patterns and focusing on what is most important for the company at a given moment. An organization with a flat structure is characterized by a lack of numerous leaders and unnecessary titles. With this model, we can also reduce unnecessary bureaucracy and costs incurred by the company in this connection. A modern approach to company management allows you to improve the internal communication process. The most important feature of a flat structure is to treat all employees on an equal level and allow members to speak, who at first glance may have too bold and even abstract ideas. The pyramidal structure usually means less effective communication, and also naturally promotes the development of bureaucratization, which is often a brake on change and development in an organization. Finding a substitute to ensure the development of our colleagues turned out to be a big challenge in functioning based on a flat structure. This model does not provide the possibility of vertical promotion, which is why we decided to focus on horizontal development and expert knowledge of our colleagues. An additional advantage is the IT industry in which KOGIFI operates.
At Kogifi we have been operating in the formula of a flat structure since the beginning of the company's operation, 2015, and I can safely say that we have a lot of experience in this. The main purpose of introducing such a solution was to create a sense of responsibility for the company among our colleagues and a conviction that we are all responsible for its success or failure. Currently, we can distinguish three levels in the structure of our software house: Management Board, Managers of individual departments and Specialists. We put a lot of emphasis on people working with us being or becoming experts in their role as soon as possible, thanks to the training and support of more experienced team members. Our organization is highly dispersed, we have offices in three locations: Wrocław, Białystok, Bielsko-Biała, and a large number of our consultants choose the option of remote work. We managed to create independent teams in which individuals find space to implement their own plans.
All the time we should remember about building relationships and team ties as well as the common mission of accomplishing tasks. The final stage is joining the team of people outside the organization that will help boost the pace of change. The idea of greater responsibility for carrying out tasks is a sign of trust. The sense of such responsibility affects satisfaction and satisfies the need for self-fulfillment. Let's remember, however, that even the best failures occur, but in a well-coordinated team that can draw conclusions and cushion the fall, they are definitely easier, and even manage to completely prevent them.