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Nov

2011

Why Taylorism prevails in the knowledge economy (and what to do about it)

"I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR]."

enterprise20blog.com/...conomy-and-what-to-do-about-it

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lean agility knowledgeeconomy organization management leanmanagement taylorism complexity behavioralsciences education middlemanagement

We use the latest technologies, we mention innovation in every other sentences and yet we lag behind manufacturing in terms of management innovation as they’ve successfully implemented Lean Management.
Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.
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- didn’t have management educational background and who innovated in management because they never were told what NOT to do during an MBA.
- I’m not sure about MBA’s (we even have in France an Enterprise 2.0 Institute under the lead of Richard Collin). But for sure, these sciences are not taught in IT Universities as Laurent Bossavit noted.
- If we want people on organisations to understand the complexity we are in, to be able to assess how appropriate Lean/Agile/Enterprise 2.0 are to tackle it and how inappropriate Taylorism is, we need to add Cognitive and Behavioural sciences in their curriculum and trainings.
- Why would they spend their energy putting people in the best position to succeed, and losing all the credit they used to get from their team work ?
- learning requires humility. Managers enjoying their status are not really subject to humility.
- Middle Managers play a key role in the knowledge creation process. They synthetize the tacit knowledge of both front-line employees and senior executives, make it explicit, and incorporate it into new products and technologies
- Taylorism prevails because Agile / Enterprise 2.0 don’t provide enough credibility and factual data regarding what they’re bringing in terms of operational benefits
- Do not (only) rely on “rah rah” rhetoric to sell the case of Agile/Enterprise 2.0. Provide regular scientifically measured set of data proving the value of these methodologies as Lean has been doing ever since it appeared.

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