I read an amazing interview with Gary Hamel and Lowell Bryan yesterday. It was one of those articles where I was constantly saying to myself things like: exactly!, that’s amazing!, thats exactly what I said to _______!, etc.
Reading it made me really excited. So much so that I immediately started talking to, and calling friends of mine, probably babbling because I was so taken up by it. I sat at home last night reading parts of the interview to my wife as we sat trying to relax in our living room.
It made me really excited because this is something I am very passionate about. It’s something that I have very strong feelings about, and in this interview I saw my own passions and positions clearly shared by others that are truly thought leaders in the space of management.
Please, take the time to read this interview and share with me your thoughts. If you aren’t a member at the McKinsey Quarterly this is more than enough reason to join. (IT’S FREE!)
The basic premise of the discussion is that there is an ever growing need for a new managerial model, that merits the gifts of creativity, passion, and initiative and leverages those gifts in each and every employee.
Here’s just a small sample:
“In terms of managing creative-thinking people, you have to separate the work of managing from the notion of managers as a distinct and privileged class of employees. Highly talented people don’t need, and are unlikely to put up with, an overtly hierarchical management model.
Increasingly, the work of management won’t be done by managers. It will be pushed out to the periphery. It will be embedded in systems. I think we’re on the verge of what I would call a postmanagerial society. The idea that you mobilize human labor through a hierarchy of overseers and bureaucrats and administrators is going to look extraordinarily antiquated a decade or two from now.”
Also, if you haven’t read my post from a few months back entitled: Creating a Culture of Innovation: The SANE Approach, I’m sure you will see many parallels.