Innovate or die – that is the credo of the modern economy. Technology empowers small businesses to play on the same field as the world’s corporate giants and large, established companies have to match the speed and maneuverability of their smaller start-up competitors to stay relevant.

Middle managers play a critical role in large companies’ efforts to be innovative. As the editors of the Harvard Business Review wrote, ‘senior executives can come up with the most brilliant strategy in history, but if the people who design products, talk to customers, and oversee operations don’t foster innovation in their own realms, none of that brilliance will make a whit of difference.’

Unfortunately, most companies have spent the past decade diverting resources away from middle managers; leaving a talent vacuum they lack the resources to fill. This e-book outlines four ways organizations fail their middle managers, and how they can change.