And if management was an obstacle to performance and innovation?
And if the process is well established that define a vision, clear goals, assign tasks to employees of the company and control its performance proved cons-productive?
And if the company management mode any budget bridled creativity?
innovation both in industry and in information technology have transformed many ways of working and Yet the prevailing methods of management in companies, they finally have advanced little.
Yet the environment in which firms face is more volatile than ever. A recent study by Thomas and Richard L. of Aveni suggests that dominant positions are shorter, and that competitive advantages are eroded more quickly than in the past.
companies now belong to "value networks" and "ecosystems" in which they have only partial control.
Internet quickly hustles the established order, which among other things pass the bargaining power of producers in the camp and consumers.
The life strategy is becoming shorter. Access to the subcontract and global coverage will launch a new business faster than ever. Today's parable success is often short and steep curve.
companies need in this context to show great agility incompatible with red line.
It is time for management to reinvent itself ...
It is through the study of policies pursued by Whole Foods, WL Gore and Google, three examples very "American" but fascinating, Gary Hamel, professor at Harvard Business School and founder the strategy consulting firm Strategos, encourages us to managerial innovation.
In his 2007 book entitled "The Future of Management", Gary Hamel offers some original responses to questions as catchy:
How empower staff in management less while maintaining discipline and concentration?
How to infuse your company a sense of mission exciting enough to warrant extraordinary contributions?
How to ensure that managerial beliefs of management do not stifle innovation? ...
Reading this book questions a lot of belief and applies to all managers seeking new sources of inspiration!
