Narrow spans when the work is novel, widen them when interfaces are stable

The move: judge span by the kind of attention the work needs. Count is only the starting point A wide span can be efficient when teams are mature, interfaces are stable, and the manager mainly coaches on exceptions. It becomes dangerous when the same leader must constantly integrate unlike domains, referee unclear boundaries, or hold fragile specialist knowledge together. Add the layer lens If the organization is still learning, the structural layer should stay lighter and more adaptable. Freezing a wide span into the chart before the interfaces are stable can turn one manager into the permanent buffer between immature…

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