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"The technology revolution has brought us a lot—dramatic improvement in what we know about customers and how we interact with them, markedly better information for making decisions, the ability to work through virtual teams scattered around the globe. But its unseen legacy might be something much more fundamental: It has changed the very nature of how people work. One consequence seems clear: The classic job of the middle manager will soon disappear.
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Now technology itself has become the great general manager. It can monitor performance closely, provide instant feed back, even create reports and presentations. Moreover, skilled teams are increasingly self-managed. That leaves people with general management skills in a very vulnerable position. In the past their networks and abilities were built up in one company—but as tenure with a single company decreases, people lose the opportunity to develop deep knowledge that other firms might value. Plus, thanks to the internet and search engines, everyone now knows or can know something about everything. There is little competitive advantage in being a jack-of-all-trades when your main competitor might be Wikipedia.
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Attitudes toward management have also changed. As my research makes clear, Gen Y workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine. What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager.
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"I'm happy to announce that we are undertaking a thorough, public trial of an alternative to the traditional performance review.
ratings pic.pptx.jpgDo you ever wonder if and how you could call a halt to your performance review process? Do you think traditional processes are marred by the distribution curve (and forced rankings), huge time investments and low impact on performance improvements? Maybe you agree that your processes have their faults, but you think that it's not sensible to abolish performance appraisals altogether or replace them with coaching sessions."
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o, what was the problem? In short, twice a year the model did exactly the opposite to what we wanted to accomplish. Instead of an inspiring discussion about how to enhance people's performance, the reviews caused disruptions, anxiety and de-motivated team members and managers. Also, even though our model was extremely lean and simple, the time investment was significant.
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We'll stop paying individual performance bonuses. Instead, we'll give everyone a salary bump (similar to Netflix's approach, paying top market salaries rather than bonuses).
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"Conduire une transformation nécessitant un changement de comportement de la part des acteurs est tâche délicate. Cela requiert de la part du management un engagement tout particulier autour des 5 domaines d'intervention suivants :"
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1. Attitude :
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2. Connaissance :
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Just for the sake of clarifying the practical meaning of "knowledge transfer", here are the ten most current approaches to transferring knowledge in business environments:
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