Bertrand Duperrin's Library tagged micromanagement → View Popular, Search in Google

Jul

2011

Procter and Gamble Minimizes Management Meddling

"With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter's people, processes, and anticipated profits. These technologies were making the world's biggest consumer products firm quicker, nimbler, and more responsive."

blogs.hbr.org/...rogressive-approach-to-mi.html

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procter&gamble management middlemanagement micromanagement enterprise2.0 socialbusiness hierarchy casestudies networks

The more just-in-time information top management could access, the more actively inclined they were to "help" their subordinates.
"We have fewer top managers now," he said. P&G's CEO reduced his company's network-enabled propensity to meddle by cutting the number of top executives who could meddle
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- That's contrary to net-centric clichés emphasizing how digital technologies hollow out middle management.
- If leadership consistently uses networks to micromanage people and processes, then the firm probably has too many leaders
- This isn't about consolidating power; it's about assuring that decision-making really does get pushed more deeply into the enterprise.
- Too many companies see greater transparency and visibility as opportunities to super-empower their executive teams.

Dec

2009

Are You the Bottleneck in Your Organization?

"You may be the reason your company isn't growing. You are micromanaging — and it's stifling the organization you are trying to build."

blogs.harvardbusiness.org/...ou_the_bottleneck_in_your.html

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management micromanagement bottlenecks decisionmaking quality revenue

Entrepreneurs cannot avoid getting their hands dirty with the nitty-gritty. That said, decisions and the information necessary to make them should be pushed down the ranks whenever possible
Successful entrepreneurs know that their time is best spent preparing their employees for potential difficulties and helping those same employees learn from their mistakes. Only then can future mistakes be avoided.
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- Routing every decision through yourself is unsustainable. Entrepreneurs that fail to evolve their management style from "doer" to "coach" will never have the resources to seek new opportunities!