Leadership roles no longer the sole ambition: Employees opt for horizontal growth

The traditional career model, where individuals commit to a single profession for life and climb a hierarchical ladder, is rapidly becoming outdated. As technology takes over certain tasks, employees are seeking greater security by developing a broader range of competencies rather than focusing solely on vertical career progression. This diversification ensures their skills remain relevant even if one profession becomes obsolete or changes significantly.

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The traditional work model, where one profession is chosen for life and one consistently climbs up, is losing relevance. As technology takes over some tasks, employees seek security. They reduce risks by strengthening various competencies, rather than focusing on vertical career growth. Then, if one profession disappears or changes, their other skills still remain necessary.

Research supports this shift, with a 2026 study by talent acquisition agency Randstad indicating that only 41% of employees still aspire to a traditional career path, while 72% of employers view the concept of a career ladder as obsolete. The pursuit of work-life balance, particularly heightened after the COVID-19 pandemic, has also fueled this change. For younger generations, this balance is often a prerequisite, leading them to choose horizontal growth – expanding skills and responsibilities without necessarily managing larger teams – over traditional leadership roles.

Companies that embrace internal mobility are poised to attract and retain the best talent. Telia, for example, found that 43% of its open positions this year were filled by internal candidates. International studies, such as LinkedIn's 2025 "Global Talent Trends" analysis, show that employees in companies with strong internal mobility cultures stay 41% longer. This internal movement not only boosts employee engagement but also streamlines recruitment, making it faster and more cost-effective.

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Work-life balance after the COVID-19 pandemic has become one of the most important conditions for many, and a necessary one for the younger generation. For this reason, the next career step is no longer associated with management or a larger team for everyone. Instead, people choose horizontal growth, which also allows them to grow, just differently.

Furthermore, fostering internal career changes cultivates valuable employees with unique experiences. The modern workforce increasingly needs individuals who possess a "T-shaped" profile: deep expertise in one area combined with a broad understanding of others. These employees act as bridges between departments. For instance, a former customer service representative who transitions into marketing brings invaluable customer perspective, understanding client needs and daily situations not just from data but from direct interaction.

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Today, the labor market increasingly needs people who not only deeply understand their field but also see the big picture. This is the so-called 'T-shaped' profile: deep knowledge of one craft and broad understanding of other areas. Such employees are like bridges between departments.