Why ByteDance’s Flat Structure Leaves Middle Managers Exhausted

1. Flat Structure, Exhausted Middle Managers

Many former ByteDance employees cite the company’s flat management as the most striking feature. Although ByteDance officially has ten job levels—similar to Alibaba’s eleven and Tencent’s thirteen—the practical hierarchy can be reduced to four tiers, with levels below 3 being execution roles.

Level 3 (3‑1 and 3‑2) represents middle‑level leaders and team leads, while levels 4 and above are senior management, and the topmost 5‑2 is founder Zhang Yiming, who even communicates directly with level‑3 staff. This flattening puts middle managers under intense pressure because they must juggle both business execution and people management.

Former employee “Xiao Fei” (2017‑2019) described his experience as feeling like a giant production line: receiving cross‑departmental tasks, breaking them into components, assigning them to subordinates, and then re‑assembling the output. While the fast pace and high efficiency bring a sense of achievement, they also generate a “honeymoon” period followed by mounting stress, long hours, and frequent late‑night meetings.

The flat hierarchy also makes 360‑degree reviews difficult, as subordinates can anonymously submit negative feedback, creating an unfriendly environment for middle leaders.

2. Pragmatic Hiring Philosophy

Founder Zhang Yiming is portrayed as a stoic, robot‑like leader who emphasizes hard work and practical results. He expects middle and senior managers to prioritize company goals over personal emotions or ego. When the number of middle managers exceeds about 150 people, maintaining fair benefit distribution and direct oversight becomes challenging.

High‑performing managers who can no longer contribute effectively are quickly sidelined or replaced. Examples include former Head of Content Operations Zhao Tian, who rose quickly but left within four years, and other leaders who were displaced as the company’s rapid growth demanded newer talent.

3. Constant Search for Better Talent

ByteDance frequently replaces underperforming middle managers with perceived “better” talent. The company’s rapid expansion and “App factory” model encourage continuous iteration of leadership to drive business forward.

Stories such as the departure of music head Zhu Jie, who was replaced after a leadership clash, illustrate how even successful managers can be let go when a more suitable candidate appears.

4. Risks of Over‑Scaling

By early 2021, ByteDance employed over 100,000 people worldwide, surpassing Tencent in headcount. Rapid hiring has led to overlapping functions, internal competition, and resource redundancy.

Despite its early successes with billion‑DAU apps, the company has struggled to launch new blockbuster products, facing setbacks like the Indian market ban and challenges in education and gaming sectors.

This scaling pressure forces middle managers to spend excessive time on reporting, story‑telling, and aligning with ever‑changing short‑term goals, often at the expense of long‑term strategic thinking.

5. The “Hot‑Pot Ant” Phenomenon

Former employees describe the work environment as a “hot‑pot ant” situation—constant anxiety, tension, and a feeling of being on a survival game. The relentless pace, frequent cross‑departmental conflicts, and the need to constantly prove value create a culture of burnout.

While technical teams experience relatively straightforward communication, other departments face intense competition for influence and resources, leading to a cycle of over‑work and emotional strain.

Overall, ByteDance’s aggressive growth strategy, flat hierarchy, and pragmatic yet demanding management philosophy generate a high‑stress environment that heavily taxes middle managers, prompting many to leave despite the company’s impressive scale and resources.