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"Lorsque je suis passé du statut de développeur d’application logicielle à celui de responsable d’équipe, il s’est passé une chose étrange.
D’un seul coup, mes camarades n’étaient plus des professionnels passionnés par leur sujet qui en parlent et qui en parlent et qui en parlent encore. Ce n’était plus des professionnels qui s’intéressent à leur discipline et qui étudient sans relâche les nouvelles innovations, découvertes ou bonnes pratiques, dans un soucis d’amélioration et d’apprentissage.
Non. Il s’agissait de Managers, comme si le seul intitulé, par je ne sais quel enchantement, leur infusait le savoir nécessaire pour accomplir leur mission"
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“La contribution la plus importante (…) du management au 20ème siècle aura été de multiplier par 50 la production du travailleur manuel dans les industries manufacturières.”
Je vous laisse deviner comment il en déduit l’objectif du management au 21ème siècle, objectif,
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1. Quelle est la tâche ? La définition même de la tâche à accomplir reste à définir. Il s’agit d’un point important : être capable de définir le problème et la tâche à accomplir pour le résoudre s’avère être une de ces compétences majeures retenues par Andrew McAfee pour les travailleurs du savoir de demain.
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"I have to confess that I've enjoyed watching recent rounds of Enterprise 2.0 discussion and mud wrestling. The fact that so many people enjoy debating definitions, values, doctrinal principals - even the existence of Enterprise 2.0 - makes me think that E2.0 might best be framed as a religious debate. With that in mind, I'd like to introduce a new and exciting element: schism.
I hereby declare myself an Enterprise 2.0 Strict Druckerian. I believe that "2.0" should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology - which is what an Enterprise 2.0 Strict Technarian would have you believe."
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I further declare: No, it is not "all about the people" - which is what an Enterprise 2.0 Strict Proletarian would have you believe. Without the enabling technology of the Web, plus search engines and other affordances based on Sir Tim Berners-Lee's innovation, the Strict Proletarian would find it difficult to fit the inhabitants of McAfee's inner, middle and outer rings into the same room, get them to participate in the same conference call, or exhibit their "emergent" behaviors using typewriters, copy machines, faxes and email. Speed, scale and connection patterns matter and the technology that spans these barriers is neither trivial nor insignificant to the phenomena Strict Proletarians value.
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Peter Drucker constantly advised businesses to give employees direct control over their own work and environment, with teams of "knowledge workers" responsible for work toward goals stated as broad business objectives rather than prescriptive plans. Drucker stated that management could only achieve sustainable profits by treating people as an enterprise's most valued resources, not as costs. In later years he described his role as "social ecologist" rather than management consultant.
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Increasingly, performance in these new knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers’ greed, as we are now trying to do, it will have to be done by satisfying their values, and by giving them social recognition and social power
The low transportation costs of “information” and “knowledge work” seem to imply significantly more competition in the arena of knowledge as we start competing in Thomas Friedman’s “Flat World”.
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