Bertrand Duperrin's Notepad

Thoughts on management, HR, social networks…and enterprise 2.0

" The most successful companies are those that think jointly technological change, work design and the changes in internal social relationships.” Antoine Riboud.
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The future of managers : connectors headed up by CCOs

July 30th, 2007 · View Comments · Communities, HR & Management 2.0, Organization & Management, enterprise 2.0

Don’t worry. My purpose is not to say managers are going to be useless, but only to update a few notions. Intrapreneurship have been (slowly but surely) gaining ground in a lot of heads, that’s not someting really new. But the turn the economy is making makes this concept more and more important today, as we also have tools to organize all that which didn’t exists 20 years age.

With the intrapreneur employee, endowed with more autonomy, working in and with networks, the “command & control” management is close to its end. It was the best organizational answer in a given context and as the context is changing, what it generated has to be cleaned up.

Without “command & control”, will the manager become useless ? Not at all, and his role will be more and more valuated. Ok, those who were very comfortable with “command and control” will have to make some efforts but since it’s the enterprise’s upper goal that implies changes, resistants will have to deal with that.

What will have to change is that managers will have to become the facilitators who link competences in a network, who stimulate and give means to succeed. That already must have been true but will become essential : the manager is the one who helps his team, who sees his success through his team’s. No importance is given to the fact is more expert than the people he manages (anyway a good managers is the one who recrutes people who are better than him and takes the best from them). No need to be the best soloist to be the best conductor. Executing and managing are two different things and that’s not because one’s good at one that he’ll be goog at the other. We all, at least once, realized that the best person to move a group is not the “best” person of the group but the one that has specific skills to make people do things.

Tomorrow’s manager will rather be a connector.

And who to manage the managers ? A CCO of course ! A Chief Community Officer, who would be in charge of building the appropriate organizational pattern and provide people with the appropriate tools.

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  • I think we now have the proof that the bis issue about E2.0 adoption is to find someone who want to make it and provide people with the right tools.

    It has to do with IT, with HR, with managements...the point is some rules must change and the more efficient way to do so is to have somebody who can take care of all those aspects...a transverse CxO in fact.

    Not someone who rule but someone who sets guidelines and provide people with what is needed (social software, right to do things differently.....).

    I don't like the name of Chief Collaboration Officer...why not a Chief Participation Officer since participation is, according to me, key in the new way people will interact.
  • Bertrand, excuse me but I would prefer to call this CCO function a Chief Collaboration Officer - with the job description and the tasks you describe "ceteris paribus".

    Yet, more importantly I am in doubt whether CCOs can really "build the appropriate organizational pattern[s] and provide appropriate tools", ie. whether introducing a new CxO job will suffice.

    While we do need people who do connect, facilitate, support and supply the tools - they, just like us, won't know the necessary patterns, methods and tools in advance ... this new guy or gal alone won't help - we need more fundamental changes (in management, in the way we collaborate etc).
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