Career Topologies

Different organizational structures and career progression patterns

Career topologies define how organizations structure career progression paths. The choice of topology significantly impacts employee growth, organizational flexibility, and the ability to retain technical talent.

Most organizations use variations or hybrids of these models. The best choice depends on company size, culture, industry, and strategic priorities.

Y-Shaped (Dual Track)

Individual Contributor and Manager tracks diverge at senior level

Structure

Two distinct career paths that bifurcate after mid-level: one for technical depth (IC track) and one for people management (Manager track).

Decision Making

Track-specific: ICs drive technical decisions, Managers drive people and process decisions

Key Characteristics

Clear separation between IC and management roles
Parallel career progression on both tracks
Track choice typically made at Senior Engineer / Senior Manager level

W-Shaped (Tri-Track)

Adds hybrid Technical Leadership track for IC/Manager flexibility

Structure

Three career paths: IC, Technical Leadership (hybrid), and Manager. The middle track combines technical depth with people influence.

Decision Making

Distributed: ICs focus on technical decisions, Tech Leads balance technical and people decisions, Managers own people and strategic decisions

Key Characteristics

Three distinct tracks with different focuses
Technical Leadership track bridges IC and Manager responsibilities
Encourages lateral movement and exploration

Network Model

Fluid lateral movement across multiple skill dimensions without rigid hierarchies

Structure

Non-linear career progression based on skill development across multiple dimensions (technical, leadership, domain expertise, mentoring, etc.) rather than hierarchical levels.

Decision Making

Context-dependent: decision-making authority flows from demonstrated expertise and project needs, not formal title

Key Characteristics

No fixed career tracks or ladders
Growth measured across multiple competency dimensions
Roles emerge from skills and interests rather than predefined tracks

Model Comparison

Aspect	Y-Model	W-Model	Network
Autonomy	High autonomy within chosen track, but limited ability to switch between tracks without level reset	Maximum autonomy and flexibility—individuals can move between tracks based on interests, projects, and organizational needs	Highest autonomy—individuals define their own growth paths based on interests, organizational needs, and skill gaps
Best For	Organizations with clear role specialization Teams where technical depth and management require full-time focus	Organizations valuing flexibility and experimentation Companies with strong technical leadership culture	Highly innovative, flat organizations Startups and scale-ups with rapidly changing needs
Challenges	Limited flexibility for those who want to try both tracks Potential for "grass is greener" syndrome when locked into one path	More complex to administer and calibrate across three tracks Requires clear definition of Technical Leadership role expectations	Requires strong organizational culture and transparency to avoid chaos Can be difficult to standardize compensation and promotion criteria

Choosing the Right Topology

When selecting or evolving your career topology, consider these factors:

Company Stage: Startups often benefit from Network models, while mature enterprises may prefer Y or W shapes
Technical Talent Retention: W-shaped and Network models provide more flexibility for senior engineers who want leadership without full management
Organizational Complexity: Simpler topologies (Y-shaped) are easier to administer at scale
Culture & Values: Your topology should reinforce your cultural values around autonomy, learning, and career growth

Many successful companies use hybrid approaches, adapting topology by department or evolving their model as they scale. There's no single "right" answer—the best topology is one that aligns with your specific organizational context and goals.