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"Over the last decade, the Internet has had a profound impact on business. It has spawned a slew of new business models and has helped make operating models vastly more efficient. By contrast, the Web’s impact on management models has been relatively modest."
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These include a rapidly accelerating pace of change, a growing swarm of unconventional rivals, crumbling entry barriers, a rapid transition from the “knowledge economy” to the “creative economy,” intensifying competition for talent and a profusion of new stakeholder demands.
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organizations will need to become far more adaptable, innovative, inspiring and accountable than they are right now.
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1. All ideas compete on an equal footing.
2. Contribution counts for more than credentials.
3. Hierarchies are natural, not prescribed.
4. Leaders serve rather than preside.
5. Tasks are chosen, not assigned.
6. Groups are self-defining and self-organizing.
7. Resources get attracted, not allocated.
8. Power comes from sharing information, not hoarding it.
9. Opinions compound and decisions are peer-reviewed.
10. Users can veto most policy decisions.
11. Intrinsic rewards matter most.
12. Hackers are heroes.
"Last year at the World Business Forum, when Gary called open source one of the greatest management innovations of the 21st century, there was some serious high-fiving going on amongst us open source business types.
So I've been watching closely as Gary and a team of management superstars have launched an open innovation experiment called the Management Innovation Exchange, or MIX. In the video below, Gary explains a little bit about the goals of the MIX."
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"The Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing management for the 21st century. The premise: while "modern" management is one of humankind's most important inventions, it is now a mature technology that must be reinvented for a new age."
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The MIX represents a pioneering attempt to use the open innovation model to help accelerate the evolution of a critical social technology—management.
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"This is a transcript from Gary Hamel video on management innovation. The author of Future of Management presents his Maslow pyramid describing the hierarchy of human capabilities within a work environment.
There are 6 levels of engagement and human capabilities in the work space :
1. Obedience : show up, do the job
2. Diligence : work hard, stay focus, long hours etc …
3. Intellect : taking responsibility for their own skills, bring best practices to the work place
4. Initiative : taking ownership for a problem, an opportunity before you ask them, not bound by a definition of their job
5. Human creativity : brought by people who would ask how to do this in a fundamental different way ? What is there to learn from other industries ? Where are the chances for radical innovation in this product/service ?
6. Passion and zeal : for whom their job is not only intellectually meaningful it is indeed spiritualy meaningful to them. Enormous meaning comes out of their work."
"What is today called Enterprise 2.0 can also be seen as the emergent stage of the intersection of significant advances in information technology, management science applied to business process and the analysis and control of operational activities. These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, as Hamel asserts, it’s useful if not essential to cast a critical eye on the assumptions about static sets of tasks and knowledge arranged in specific (and relatively static) constellations on an organization"
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The 2.0 label is said to denote a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable, able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form to an era characterized by a continuous flow of information.
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I believe that we need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making
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"The day after the lights went down on the World Business Forum, the lights went up on an all day seminar with Gary Hamel across the street at the Time Life Building. It was great to be able to get down to the next level of detail below the talk that Gary gave at the World Business Forum"
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"While we are in here bullsh**ting about strategy, something is happening out there."
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- Capable of transcending the inherent tradeoffs?
- Coordination without centralization
- Scale without inflexibility
- Leadership without formal heirarchy
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I had the good fortune to hear Gary Hamel of London Business School's Management Innovation Lab speak on the first day of the Spigit Innovation Summit on August 13, 2009.
Here are the top ten insights that I captured from Gary Hamel's speech:
The point Gary Hamel drives home is that our business and economic environment has irrevocably shifted toward higher volatility and accelerated change. The sundering of companies from healthy industry positions to crisis mode in relatively short order demonstrates the need for updating management philosophies.
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Adaptability is a critical strategy. It means that companies pivot as they learn new information about their markets, competitors and changes in customer behaviors. As noted in a recent Wall Street Journal article noted, companies can try more ideas faster and less expensively than ever:
Recognized by Fortune magazine as “the world’s leading strategy expert in business today”,
Gary Hamel has outlined ten design rules for innovation for companies intent on generating sustained wealth in the future:
The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
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This is the challenge for Management 2.0: reorienting management from compliance to creativity, from flogging efficiencies out of existing resources to generating new ones, from zero-sum to positive-sum by recognising, as Hamel says, the commonsense proposition that in the long term the corporation can only prosper if employees, suppliers, the community and indeed the planet do too.
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First, many of the 'grand challenges' put forward in the discussions - the need for companies to articulate a purpose beyond making money (a conference near-consensus), distributed leadership and strategy- making, the fostering of community and citizenship, building trust - are not new at all. It's more that they have been driven to the periphery of management concerns by the treadmill of Management 1.0.
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This may not be a detailed design spec for a 21st-century management system, but I doubt it’s far off. Argue with me if you like, but I’m willing to bet that Management 2.0 is going to look a lot like Web 2.0.
Je viens de relire un passage du bouquin de Hamel “La révolution en tête” qui m’avait beaucoup marqué. Celui où il donne les 5 valeurs des Activistes de l’innovation, “les gens les plus cools de la planète” :
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management (11)- innovation (7)
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