The transition of specialists to managerial roles will become an exception for a simple reason: the number of available positions at the middle management level will significantly decrease. Specialists in commercial organizations have more opportunities compared to orchestra musicians or clinic doctors, not to mention officials of the British State Administration in India. However, these opportunities are limited within their field of expertise. The transition of specialists to managerial roles will become an exception for a simple reason: the number of available positions at the middle management level will significantly decrease. However, for professionals (including professional managers), the opportunity to move into top management positions is particularly significant. In the existing salary structure, clear preference is given to leadership positions. There are no easy answers to this problem. Some clarity can be obtained by looking at examples from law and consulting firms, where even the most senior partners continue to perform specialist functions, and employees who do not become partners leave the company rather quickly. But regardless of the scheme developed, it will only work under the condition of radical changes in business values and compensation systems. TIP OF THE DAY: How do you think the compensation system in an organization can be changed to reflect the real situation, where career advancement is possible either horizontally or outside the organization?

The transition of specialists to managerial roles will become an exception for a simple reason: the number of available positions at the middle management level will significantly decrease. Specialists in commercial organizations have more opportunities compared to orchestra musicians or clinic doctors, not to mention officials of the British State Administration in India. However, these opportunities are limited within their field of expertise. The transition of specialists to managerial roles will become an exception for a simple reason: the number of available positions at the middle management level will significantly decrease. However, for professionals (including professional managers), the opportunity to move into top management positions is particularly significant. In the existing salary structure, clear preference is given to leadership positions. There are no easy answers to this problem. Some clarity can be obtained by looking at examples from law and consulting firms, where even the most senior partners continue to perform specialist functions, and employees who do not become partners leave the company rather quickly. But regardless of the scheme developed, it will only work under the condition of radical changes in business values and compensation systems. TIP OF THE DAY: How do you think the compensation system in an organization can be changed to reflect the real situation, where career advancement is possible either horizontally or outside the organization?