There are flat organizational structures, and then there’s Meta’s new applied AI engineering team. The division, tasked with advancing the tech giant’s superintelligence efforts, will employ a 50-to-1 employee-to-manager ratio, according to the Wall Street Journal, double the 25-to-1 ratio that is usually seen as the outer limit of the so-called span‑of‑control scale.
The Facebook parent’s one-sided management ratio took aback even those well-versed in flat organizations. “It’s going to end in tragedy is the bottom line,” says André Spicer, executive dean of Bayes Business School in London and a professor of organizational behavior.
The idea behind a flat organization, in which managers have a large number of direct reports, is that it makes companies more agile by streamlining decision-making processes and positioning management closer to front-line workers and the customer experience. Cross-functional collaboration that isn’t muddled in hierarchy speeds up innovation. Employees who are closer to people of authority are more engaged, with a deeper sense of ownership. Or so the theory goes.
Meta is not alone in embracing a flat structure. Companies across the U.S. are flattening out, according to a January Gallup report. The average number of people reporting to managers rose from 10.9 in 2024 to 12.1 in 2025. Last year’s figure represents a nearly 50% increase in team size since Gallup first measured, in 2013.
