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Management 2.0 (2): facts and premises

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management20So that’s the continuation of this post.

We’ll make a quick tour of company’s needs, see whats done to improve things and acknowledge that’s it’s not fully efficient (and very far from that) and see what to to to make it work.

Company’s needs:

Innovation as source of value

Employee’s implication in a corporate global project

Improve transverse communication and operationnal feedback in the company.

Capitalize all kind of knowledge

Managers’ needs:

manage team’s cohesion
identify experts
“take the temperature” of the human context
give sense to everyone’s role
build link between people
make people and teams collaborate

Employees’ waitings

transparency in top-down communication
take in account and delevop ideas, iniatiatives, (that supposes to eliminate brakes such as “little chief syndrome” and whitholding information)
feeling more implicated
being a part of a comunity without losing one’s own personality

I’ve surely forgot some. Moreover I wrote people’s verbatim instead of making a real formalization…feel free to comment and add what you want. In fact it’s based on the french context and you’ll be able to tell me if it’s the same everywhere or if cultural differences make expectations change from one continent to another.

Conclusion

We can see the what the one needs is globally expected by the others. In the other hand, it’s obvious that there’s a kind of divorce between companies and their people, that is very hard to make people work together and make them feel they’re a port of a community, they’re involved in a global project.

A lot of brakes have been identified that explain this situation, to say what people balk at adopting new practices even if what’s asked match their expectations.

So a lot of energy, of money is spent on internal management projects without encountering a global success. What’s ofter said is that you can make thing change in a little community such are a team, an office, but not in the whole company that’s split all over the the world, divided in thousands of offices and entities.

So, what’s the missing link?

Practices going to the intranet

Do you know what all people have in common in a company? Where do they all exist? The only place where anybody can meet everybody? It’s the intranet.

So if you want people to adopt new practices, new collaborative behaviours, you have to make thoses practices exist on the intranet. If you want, for example, people to exchange, to co-built, to create links beteween each others, you have to make it possible on the intranet too. If you don’t, your new practices, you new management project won’t spread all around the organization but will work only entity by entity but not between entities or between people from different entities.

But we have to acknowledge intranet are now made for data transmission, their also good at delevering top-down messages, but they’re not efficient to make exchanges possible, to promote innovation, to humanize relationship between people.

So I think two things have to be made simultaneously:

– Improve management in a people-centric and collaborative way

– made you intranet compatible with the new practices stemed from you new management.

The first time I saw tools that could support those new practices il was “web 2.0” tools that really make people being actors, exchange, collaborate, build online community and really share a vision. If you pay attention, for example, of the blog or wiki phenomenon you can see people making things together, building communities even if they don’t know each other. You can identify people who are focused on the same things as you are and begin working or thinking together. Isn’t that what companies are waiting to happen between their people?

From people to intranets…making intranet become people centric to support the way you want to manage your people. Building the tool without working on the practices is useless, adopting practices without having tools to make them shared by everyone is useless to. Both are to be made together.

That was the starting point on my reflection about what I called “management 2.0”.

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Bertrand DUPERRINhttps://www.duperrin.com/english
Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
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