Management 2.0: The Future of Work Methods?
12 June 2014
Read by 2803 persons
With the emergence of new technologies, we have seen the deployment of new work methods over the past few years that fundamentally challenge traditional management practices in businesses.
Since the industrial economy is no longer the dominant model, a company can no longer be content with standardization, Taylorism, and mechanization. That is why, faced with constant changes, it must adapt by creating flexible and decentralized environments that can function autonomously.
The company of tomorrow will be one that understands the changing dynamics between itself, its employees, and its customers. Here are the main principles.
A changing partnership between employees, customers, and the company
The idea is to build a space where everyone can work together, invest themselves, and commit to a common goal, sharing their passion.
For the leader, this means allowing risk-taking, authorizing change, and allowing the employee to build their own career path; a framework within which they can express themselves freely and, above all, be accountable for their actions.
This will also promote an environment where each party can confidently express their needs.
Collaborative spaces
To bring together these different stakeholders, spaces must be created where they can co-produce and interact, mixing online communities and social networks, as well as physical spaces.
It is necessary to blend physical and digital spaces, offices with open areas allowing everyone to work where they want, how they want, and with the resources they need.
We are increasingly seeing what the Anglo-Saxons call "bring your own device," with everyone bringing their own equipment, and IT must support this approach.
Transparency, but more
Companies must be more honest with their employees and better explain the reasons for their decisions. But employees must also, in return, relay information from the field to help senior management make the right decisions.
The same applies to relationships with suppliers; mutual honesty is needed, and this must go beyond mere words.
Developing leadership
The leader must be inspiring and allow their employees to make decisions autonomously without thinking that there is only one solution for everything. They must be able to accept new ideas without trying to impose their own methods.
They must convey a vision and build an environment conducive to its execution. There must be symmetry in access to information and an end to power relationships to retain employees. It is therefore necessary to accept "letting go."
Gaining loyalty by relaxing control
It is important to take into account that autonomous employees do not like to be controlled. It is therefore necessary to give them the means to go further, let them express themselves, and accept challenges in order to learn and progress.
It is in a learning organization that the employee will progress and, consequently, make their company progress. The leader's role is therefore paramount in creating an appropriate environment.
Decentralize while maintaining a shared vision
In the interest of the company, it is necessary to know how to decentralize to properly meet market needs and adapt to these constant changes.
It is easier to access the expertise and talent of one's employees in a decentralized structure where everything is based on mutual responsibility.
However, a common vision must be preserved to keep everything coherent in the midst of this decentralization. It is therefore necessary to know how to decentralize while maintaining common foundations.
In other words, Management 2.0 must be able to simultaneously meet the needs of personalized exchanges and collective intelligence, and it is precisely a company's human capital that will be the major asset for success.
Management 2.0 is based on trust and responsibility of the actors, and it is up to you, managers, to know how to integrate these two ambitions into your management practices to meet current challenges and become major players in the company of the future.
Philippe Montant
CEO of ReKrute
Since the industrial economy is no longer the dominant model, a company can no longer be content with standardization, Taylorism, and mechanization. That is why, faced with constant changes, it must adapt by creating flexible and decentralized environments that can function autonomously.
The company of tomorrow will be one that understands the changing dynamics between itself, its employees, and its customers. Here are the main principles.
A changing partnership between employees, customers, and the company
The idea is to build a space where everyone can work together, invest themselves, and commit to a common goal, sharing their passion.
For the leader, this means allowing risk-taking, authorizing change, and allowing the employee to build their own career path; a framework within which they can express themselves freely and, above all, be accountable for their actions.
This will also promote an environment where each party can confidently express their needs.
Collaborative spaces
To bring together these different stakeholders, spaces must be created where they can co-produce and interact, mixing online communities and social networks, as well as physical spaces.
It is necessary to blend physical and digital spaces, offices with open areas allowing everyone to work where they want, how they want, and with the resources they need.
We are increasingly seeing what the Anglo-Saxons call "bring your own device," with everyone bringing their own equipment, and IT must support this approach.
Transparency, but more
Companies must be more honest with their employees and better explain the reasons for their decisions. But employees must also, in return, relay information from the field to help senior management make the right decisions.
The same applies to relationships with suppliers; mutual honesty is needed, and this must go beyond mere words.
Developing leadership
The leader must be inspiring and allow their employees to make decisions autonomously without thinking that there is only one solution for everything. They must be able to accept new ideas without trying to impose their own methods.
They must convey a vision and build an environment conducive to its execution. There must be symmetry in access to information and an end to power relationships to retain employees. It is therefore necessary to accept "letting go."
Gaining loyalty by relaxing control
It is important to take into account that autonomous employees do not like to be controlled. It is therefore necessary to give them the means to go further, let them express themselves, and accept challenges in order to learn and progress.
It is in a learning organization that the employee will progress and, consequently, make their company progress. The leader's role is therefore paramount in creating an appropriate environment.
Decentralize while maintaining a shared vision
In the interest of the company, it is necessary to know how to decentralize to properly meet market needs and adapt to these constant changes.
It is easier to access the expertise and talent of one's employees in a decentralized structure where everything is based on mutual responsibility.
However, a common vision must be preserved to keep everything coherent in the midst of this decentralization. It is therefore necessary to know how to decentralize while maintaining common foundations.
In other words, Management 2.0 must be able to simultaneously meet the needs of personalized exchanges and collective intelligence, and it is precisely a company's human capital that will be the major asset for success.
Management 2.0 is based on trust and responsibility of the actors, and it is up to you, managers, to know how to integrate these two ambitions into your management practices to meet current challenges and become major players in the company of the future.
Philippe Montant
CEO of ReKrute
