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Management 2.0? That’ll Be the Day

Management 2.0? That’ll Be the Day

Many organizations and management strategists are grappling with, is the concept of Management 2.0, a new style of management supposedly better suited to the Web 2.0 age

Stuck in a 1.0 Mentality

While the next wave has been postulated for many years, very few managers or companies have made a success of it, says Telecom New Zealand program director Dave Stringer. That’s because the difference between managers, captains and leaders is not something that a 1.x manager wants to understand — they are still looking for Management 2.0, as opposed to “Organization Philosophy 2.0 (OP 2.0).”

“The concept of teams has been around for many years,” Stringer says. “The issue is not the basic concept, but the stuff underneath it. In the 1.0 world, the philosophy evolved from a simple base premise, which was that a ratio of one leader to 10 followers allowed for rapid and effective communication — the Caesar approach to managing armies. Teams, though, are a different kettle of fish. There are directed teams: think of a gridiron team, where the coach sends every play to the quarterback with a player exchange. There are managed teams: think of a basketball team, where the plays are worked out off-court and the centre decides which one to use. There are led or captained teams: think of a rugby team, where the captain takes all the key decisions on the field. There are self-managing teams: think of an equestrian team that has to work out and agree together their strategy and tactics for an event. There are self-directing teams, who are given no goals, but are sent out to add value as they see fit.

“There are so many types of team that can be employed in business, but they almost all share the characteristic that, if there is a manager it is that person’s job is to ensure the logistics and the sourcing are fit for purpose. That is the challenge, and that is the reason it’s taking time to make the transition. When the Hay System, and all those other approaches to managing income relativities, is based on the skills brought to the talent pool, and take no cognizance of the number of people ‘reporting to’ someone, then we will know we are on our way to 2.0 — not just in organization structure, but also in enterprise.”

“In my view, Management 2.0 will be less about ‘managing’ than ‘facilitating’,” says Gautam Ghosh, senior consultant at India-based Tvarita Consulting. Managers must adapt to an interconnected world where every employee has access to tools, and the screen between the organization and the outside world is a porous system.

“The days of command and control are done and dusted,” Ghosh says. “Management 2.0 would call for a new mind-set and culture of inspiring people and helping them find their calling. CIOs can help by also moving to this model, by challenging the top down IT models and moving to open communication systems that break down silos between organizational boundaries.”

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