models of organizational structures where the aim is to move away from hierarchical power distribution and towards building a network of competence A lot of times, though the hierarchical structure exists on paper for management purposes, the functions within those structures are free-flowing – a few examples of this could be Microsoft and Spotify. It is not about the way structures are built but more about how they function. This agility based model inclines more towards cooperation instead of competition. This could end up becoming a boon for ‘genuine talent’ where people can focus on honing skills at work than focusing on climbing the hierarchical ladders, where skills would have more value over mere positions. Assigning people responsibilities depending on their aptitude and interest in given tasks instead of pushing them to work because they belong at a particular position in the organization will level up productivity.