Provide financial rewards to individuals and teams for achieving specified outcomes. Maintain control over a broad scope of operations.įorecast demand, budget resources, and schedule tasks, then track and correct deviations from plan.Įstablish regularity and predictability in operations conformance to plans. Reduce complexity and accelerate learning.Įstablish clear objectives through a cascade of subsidiary goals and supporting metrics.Įnsure that individual efforts are congruent with top-down goals.Ĭreate a pyramid of authority based on a limited span of control. Group like activities together in modular organizational units. Minimize variances from standards around inputs, outputs, and work methods.Ĭultivate economies of scale, manufacturing efficiency, reliability, and quality. Hamel gives us a nice way to frame looking at what he calls the modern management principles, by looking at their application, and their intended goal. In the book The Future of Management, Gary Hamel walks through the principles upon which modern management is based. Many, many businesses and people are still operating and looking at the world through the lens of old world management principles.
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While a lot of people in software or in manufacturing have gotten a taste of Agile and Lean practices, there are many more businesses that don’t know what a modern learning machine of people and processes that operate at a higher-level looks like. Many Businesses Still Operate Under an Old World Modelīut not everybody knows what a great environment for helping people thrive and do great things for the world, looks like.
If we didn’t innovate in our process, then we got pushed out of market by becoming too slow, too expensive, or by lacking the quality experience that customers have come to expect. Not just in our product, but in our process. We also had a relentless focus on innovation. More than just Agile teams, we had an Agile management culture that encouraged a customer-connected approach to product development, complete with self-organizing, multi-disciplinary teams, empowered people, a focus on execution excellence, and a fierce focus on being a rapid learning machine. In one of the environments, a manufacturing plant, the management team flipped the typical pyramid of the management hierarchy upside down to reflect that the management team is there to empower and support the production line.Īnd when I was on the Microsoft patterns & practices team, we had an interesting mix of venture capitalist type management coupled with some early grandmasters of the Agile movement. I think I was lucky that early on, I worked in environments that shook things up and rattled the cage in pursuit of more customer impact, employee engagement, and better organizational performance. Are your management practices long in the tooth?
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