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09 Jan 09

Corporate apocalypse - Management Today

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.

www.managementtoday.co.uk/...870435 - Preview

downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement

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.
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.
7 more annotations...
- There are
  plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
  exactly reversed image of GM: employing market pull rather than
  marketing push, economies of scope rather than scale, putting workers
  rather than computers in control of the work.
- What do such companies have in common? First, incorporation of broader
  societal concerns.
- Second, they have a determination to make their own rules.
- Third, governance for them is based on strong internal values rather
  than an external rulebook.
- Fourth is trust - an abused word, but without which no lasting
  relationship is possible.
- Finally, there's a preference for intrinsic reward - the work itself -
  over extrinsic reward.
- This list is not exclusive: finding ways to break the dead hand of
  conventional budgeting and performance management is high on the
  Management 2.0 agenda.

15 May 08

Harold Jarche » A Partnership Economy

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

www.jarche.com/...a-partnership-economy - Preview

partnership partnershipeconomy knowledgeworkers peterdrucker drucker knowledgeeconomy management