Sarah E. Needleman

Managers are going to get by going forward.

I mean, we're still at the very early stages of this.

It's very experimental at this point.

Well, I mean, look, it's going to go.

be different on a company by company basis.

And so Meta has their definitions for these that we've reported on at Business Insider.

And same with Block has been quite transparent about their new titles and what they mean.

But at the end of the day, I think it comes down to more than just a brief description.

And some of the experts I spoke to for this story said it comes down to changing performance expectations

rewards, how you define success, different goals.

And so whether or not the companies do that, they haven't said.

But the experts say that on the surface, like you said, lipstick, it's just a title change and a brief change in description is really not enough.

You really have to go deep and set new goals and ways to measure reward success.

Well, it's a good point you bring up because there was a very well-known example of this, Zappos, in the early 2010s.

removed hierarchy altogether and went with a super flat organization.

And it was considered pretty orthodox at the time and still would be to some extent.

And it did not go well.

They saw a huge number of employees quit.

And it just caused, like you said, people didn't have a good sense of accountability, who's responsible for what, and it just didn't work out.

But other companies have also sort of gone in that direction.