The glass elevator: How lateral moves are transforming modern careers

In Roald Dahl’s “Charlie and the Chocolate Factory”, the Great Glass Elevator defies convention—it moves not just up and down, but sideways, slantways and any other way imaginable. Modern careers are following suit. The traditional corporate ladder, with its predictable upward climb, is increasingly giving way to multidirectional trajectories that resemble Dahl’s fantastical contraption more than the rigid hierarchies of yesteryear.

Welcome to the age of the glass elevator—where lateral moves are not detours but strategic pathways to career advancement.

For Pankaj Lochan, CHRO, Navin Fluorine, this concept is not merely metaphorical but autobiographical. His career reads like an expedition across an “experience cuboid” rather than a linear climb. Having begun as a manufacturing technician, Lochan transitioned to transformation leadership roles at Tata Steel and Dr. Reddy’s before ultimately steering HR operations—without formal qualifications in the field.

“You become a richer leader when you make cross-functional transitions. That’s where the real learning lies.”

Pankaj Lochan, CHRO, Navin Fluorine

“You become a richer leader when you make cross-functional transitions. That’s where the real learning lies,” explains Lochan.

Consider also Viekas K Khokha, CHRO, Sharda Motor Industries. Nearly two decades ago, he pivoted from enterprise sales to human resources—an unorthodox move at the time. This transition wasn’t prompted by dissatisfaction but by purpose: he sought to influence organisations through people rather than products. “I wanted to impact the organisation from a different angle. And that’s why I believed lateral movement would make me more effective and fulfilled,” notes Khokha.

“The goal is to develop 360-degree business acumen. That’s what makes someone future-ready.”

Viekas K Khokha, CHRO, Sharda Motor Industries

Unlike vertical promotions, which typically involve title advancement, salary increases and greater responsibility within the same domain, lateral moves expand one’s competencies across functions, geographies and business contexts. While immediate financial rewards may be modest or even absent, the long-term dividends often materialise as enhanced visibility, cross-functional understanding and accelerated preparation for leadership positions.

Professionals who traverse laterally often develop comprehensive insights into business operations. Khokha articulates this advantage by identifying three strategic dimensions of lateral growth: regional exposure, technical breadth and level-based experience. An engineer relocating from India to manage European operations gains global perspective. A technical specialist transitioning to client-facing roles acquires revenue accountability. Similarly, team leaders assuming direct ownership of client accounts sharpen their strategic and financial acumen.

“In small companies, there are limited avenues for lateral movement. However, in large firms, especially those with complex structures, lateral exposure is not just possible but essential.”

Vivek Tripathi, VP-HR, NewGen Software

Such varied experiences expedite readiness for leadership roles. These professionals can empathise across departmental boundaries, dismantle operational silos and serve as cultural ambassadors. They evolve into the versatile talent that organisations increasingly prize—individuals capable of pivoting, innovating and navigating complexity.

“The goal is to develop 360-degree business acumen. That’s what makes someone future-ready,” asserts Khokha.

However, not all organisational environments facilitate such multidirectional movement. Vivek Tripathi, VP-HR, NewGen Software, emphasises that structural factors matter: “In small companies, there are limited avenues for lateral movement. However, in large firms, especially those with complex structures, lateral exposure is not just possible but essential.” He draws parallels with civil services, where officials rotate between ministries to cultivate comprehensive governance perspectives.

Organisations that champion experimentation, tolerate learning-oriented mistakes and deliberately develop cross-functional pathways are optimally positioned to support the glass elevator model. They recognise lateral moves not as career plateaus but as strategic accelerators.

To achieve this, HR teams must institutionalise internal mobility through robust career frameworks, mentorship programmes, rotational assignments and transparent role availability. High-performing organisations such as Unilever and Tata Group have established reputations for encouraging such moves, building leadership pipelines that are both versatile and deeply aligned with company values.

With workplaces being transformed by automation, artificial intelligence and increasing complexity, the imperative for cross-functional collaboration has never been greater. Lochan observes that as hierarchies flatten, traditional promotion opportunities dwindle. “What do you do when there are only three vertical promotions in your entire lifetime?” he queries. “You explore the X, Y and Z axes of your career.”

Lateral moves thus become not merely advantageous but necessary. They develop leaders who are resilient, versatile and equipped to navigate ambiguous, rapidly evolving environments. “If I had remained in manufacturing all my life, I would never have written books, or led HR transformation. I wouldn’t be talking to you like this,” reflects Lochan.

How, then, can companies deliberately construct this glass elevator?

Organisations must build the infrastructure that enables multidirectional movement. According to Lochan, companies that value exploration over hierarchy—those that reward curiosity, not just competence—are best suited to foster lateral mobility. “You need a culture where moving sideways is seen as growth, not stagnation,” he maintains. This paradigm shift must begin at the top, with leadership exemplifying and celebrating diverse experiences.

Human-resource systems must align performance management, career pathing and compensation structures to reward learning agility. “Otherwise,” Lochan cautions, “lateral moves will be seen as consolation prizes for those who didn’t get promoted.”

Despite their advantages, lateral moves carry risks. Employees may harbour concerns about compensation growth or fear career stagnation without title advancement. Leaders, too, may hesitate to “lose” high performers to other departments.

Khokha identifies disengagement as a principal risk: “You’ve invested in someone. If they get lost in the journey without proper mentoring, you risk losing them entirely.” He emphasises consistent engagement, regular reviews and tailored development plans as mitigating measures.

Another challenge emerges in high-growth scenarios, where external recruitment may be necessary to meet accelerating demands. In such instances, companies should balance internal readiness with external agility—leveraging lateral moves for succession planning while strategically hiring externally to introduce new capabilities.

The future of work demands agility, curiosity and versatility. In this context, the glass elevator is more than metaphorical—it represents a fundamental shift in career development. Employees increasingly seek not merely upward mobility but meaningful growth. Companies that recognise this evolution will cultivate not just superior leaders but more adaptive organisations.

Just like Dahl’s glass elevator, the modern career path is breaking free of conventional constraints—soaring in directions that defy the ordinary. For those willing to step inside, the journey promises movement that is not merely sideways, but upward, outward and forward.