Il faudra bien se pencher alors sérieusement sur la productivité personnelle, un élément que l’information overload et la nécessité de transformer l’information utile en quelquechose d'”actionnable” rend de plus en plus critique. Son optimisation devrait être depuis longtemps une préoccupation des organisations car elle peut devenir un important levier de performance. Il est rare que les cabinets d’étude type Butler le soulignent et c’est donc d’autant plus significatif.
Today innovation is the buzzword du jour, but there’s still a yawning chasm between rhetoric and reality. If you doubt this, seek out a few entry-level employees and ask them the following questions:
1. How have you been equipped to be a business innovator? What training have you received? What tools have you been supplied with?
2. Do you have access to an innovation coach or mentor? Is there an innovation expert in your unit who will help you develop your breakout idea?
3. How easy is it for you to get access to experimental funding? How long would it take you to get a few thousand dollars in seed money? How many levels of bureaucracy would you have to go through?
4. Is innovation a formal part of your job description? Does your compensation depend in part on your innovation performance?
5. Do your company’s management processes€”budgeting, planning, staffing, etc.€”support your work as an innovator or hinder it?
It is not a stationary relic I’m talking about. I’m talking about the brand new dinosaur on the block – the classical management pyramid. Time has come to dismantle it and adapt to a new evolutionary and unstructured model that leverages the team effect to ensure that companies can lead change rather play catch up or be left behind.
- The Industrial Revolution brought along with it the problem of management and the Wars brought with them the solution. In every war there was the General, the man who controlled and commanded. He had ‘managers’ who reported to him; these managers in turn had several ‘assistant managers’ who reported to them, and the whole configuration went on to make the traditional organizational structure, or the Management Pyramid
- Back then, things were rather simple: Manufacturing was the buzzword, selling was not a very complicated process, folks were simple, families were joint, and ‘top-down’ management worked very well.
- And this old management model certainly does not create a conducive environment for teams of employees to thrive in.
- Change, then, is the order of the day. And, when change sets in, this pyramid will get deconstructed. The ‘Me’ command will turn into the ‘We’ control.
Yes, the traditional pyramid management structure needs some unstructuring. Flexibility is the key to survival in the 21st century, and organizational structure is no exception. It needs to be open to change, to take any shape that’s best suited to the organization.
- t is the employees together who form the intellectual capital and, hence, need to be recognized as the most valuable resource for any organization
- Business models have to change. In a football game, there are 22 players but only one has the ball at any particular time. The other 21 are forming a configuration. The open-ended structure we are in is not about the man with the ball, but about the configuration of the other 21 people.
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