Back in olden times (1984?) one needed to prove their corporate value by standing out. Think of a new product; save the company money; institute an “Air Jordan” day; being unique was the ticket to success.
Manager’s world:
- Projects start top-down (CEO or client tells Manager)
- “Brainstorming” sessions bring a few in for suggestions
- Schedule, tasks and responsibilities are created and assigned by Manager
- At various stages, Manager must approve progress, slowing momentum
- If completed, project is presented by Manager
That should have changed is changing. A manager’s value doesn’t necessarily come from doing something, but from allowing something. Managers were there to guide and enforce policy or production. That role is dying.
The market, all sectors, is moving too fast for anyone to keep up. Managers that don’t understand a project only slow or stall progress. That’s why a company should turn to everyone because everyone has a different skill set.
Modern managers need to guide projects they don’t fully grasp. They need to admit their limitations but prove their experience. This is so different than the established structure let’s give them a new inane title, “facilitators.”
Facilitator’s world:
- Projects are suggested by anyone, including clients
- All involved are in most or all meetings, ensuring clarity
- Lead, no matter his/her title, assigns tasks and creates schedule
- Communication is relatively constant with short! meetings if necessary
- Completed projects are presented by Lead with those involved
Companies that are most able to adapt will expand, multiply and reinvent while others erode and suffocate. As more social tools emerge and old institutions falter, the value comes from using experience to foster ideas.
Tags: conversation, corporations, online, social tools
a good example of such a process in effect. albeit typical now only to software development.
http://en.wikipedia.org/wiki/Scrum_(development)