Tương lai của quản trị

by Gary Hamel, Bill Breen

Trong Tương Lai Của Quản Trị, Gary Hamel chứng minh rằng ngày nay các tổ chức đang cần đổi mới quản trị hơn bao giờ hết. Mô hình quản trị hiện tại – tập trung vào kiểm soát và tính hiệu quả - không còn phù hợp trong một thế giới mà khả năng thích nghi và tính sáng tạo là không thể thiếu để kinh doanh thành công. Không chỉ phá bỏ triệt để hệ thống niềm tin cố hữu ngăn cản các công ty của thế kỷ XXI vượt qua những thách thức mới, Hamel còn đưa ra cách thức giúp các công ty từng bước trở thành nhà đổi mới quản trị. Hamel tiết lộ:

Những thách thức sống còn sẽ quyết định lợi thế cạnh tranh trong thế giới đầy biến động ngày nay.
Ảnh hưởng tiêu cực của những niềm tin cố hữu trong quản trị.
Tiềm năng của web trong quá trình dân chủ hóa việc thực hành quản trị.
Những hành động mà công ty của bạn có thể thực hiện bây giờ để tạo dựng lợi thế quản trị cho bản thân.
Bài học thực tiễn từ một số ít những nhà tiên phong trong đổi mới quản trị: Google, Whole Foods Market, W. L. Gore.
Những nguyên tắc mới mà mọi công ty phải đưa vào cấu trúc quản trị của mình.

Genres: Business, Management, Leadership, Nonfiction, Business Leadership, Economics, Buisness

402 pages, Hardcover

First published August 2, 1996

Reviews

[kareem · Rating 5 out of 5]

this is the best practical book on how management is changing and how you can be waaay ahead of the curve. read it, or my notes for an idea of what it's about. the book has a lot more practical advice about innovating your management processes regardless of whether you're running your own company or whether you're working at a big corporation.

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14: Max Weber has been dead for 90 years, but control, precision, stability, discipline, and reliability - the traits he saluted in his anthem to beaureacracy - are still the canonical views of modern management.

23: Toyota's capacity for continuous improvement has been powered by a belief in the ability of "ordinary" employees to solve complex problems. In 2005, the company received 540,000 improvement ideas from its Japanese employees.

43: Goal of mgmt innovation is to build organizations that are capable of continual, trauma-free renewal.

56: Something in orgs that deplete natural resilience and creativity of human beings - management principles that foster discipline, economy, rationality, and order, yet place little value on artistry, nonconformity, originality, and elan.

62: Hierarchies are good at aggregating effort, at coordinating activities of people with widely differing roles. But not good at mobilizing effort, at inspiring people to go above and beyond. When it comes to mobilizing human capabilities, communities outperform beaureacracies. For several reasons:
* In bureaucracy, basis for exchange is contractual; in community, it's voluntary - give your labor to make a difference or exercise talents
* In B, you are factor in production; in C, a partner in a cause
* In B, loyalty is a product of economic dependency; in C, dedication and commitment depend on one's affiliation with the group's aims and goals
* in B, policies and rules determine supervision and control; in C, norms, values, and peer pressure
* in B, contributions based on role; in C, capability and disposition are more important than credentials and job desc
* in B rewards are mostly financial; in C, mostly emotional

Compared with bureaucracies, communities tend to be unmanaged. That, more than anything else, is why they are amplifiers of human capability.

64: No discussions of mgmt process suggest participants have hearts - none of Beauty, Truth, Love, Service, Wisdom, Justice, Freedom, Compassion. You are unlikely to get bighearted contributions from your employees unless they feel they are working toward some goal that encompasses bighearted ideals.

74: Peer pressure enlists loyalty in ways that bureaucracy doesn't.

75: Whole Foods: 93% of company stock options have been granted to nonexecutives (In most companies, 75% of stock options go to give or fewer senior execs).

89: In a high-trust, low-fear organization, employees don't need a lot of oversight - they need to be mentored and supported, rather than bossed around.

91: Recruiting people to a new initiative is a process of giving away ownership of the idea to people who want to contribute. The project won't go anywhere is you don't let people run with it. - Terri Kelly, CEO, WL Gore

91: Willing commitment is many times more valuable to an org than resigned compliance. Gore tenet: "All commitments are self-commitments." At Gore, tasks can't be assigned, they can only be accepted. Associates are measured and rewarded on the basis of their contribution to team success, they have an incentive to commit to more rather than less. While associates are free to say "no" to any request, a commitment once made is regarded as a near-sacred oath.

97: Mgmt innovation almost always delegates power downward and outward. To enfranchise employees you must disenfranchise managers, yet the redistribution of power is one of the primary means for making organizations more adaptable, more innovative, and more highly engaging.

110: If you run the company as a set of extended conversations, you get a lot of buy-in, and buy-in drives execution.

119: Management innovations that humanize work are the ones most likely to succeed - and they'll help your company recruit the best of the best.

130: To sell one's time rather than what one produced, to pace one's work to the clock, to eat and sleep at precisely defined intervals, to spend long days endlessly repeating the same, small task - none of these were, or are, natural human instincts.

136: You don't need a lot of front-line discipline when four conditions are met:
1. First-line employees are responsible for results
2. Team members have access to real-time performance data
3. They have decision authority over the key variables that influence performance outcomes
4. There's a tight coupling between results, compensation, and recognition

138: Individuals often defend the how of a hoary old management process simply because they haven't thought deeply about other ways of accomplishing the goals that process serves.

161: What can management innovators learn from markets? First and foremost, this: resources (capital and talent) have to be free to seek the best returns.

164: Additional rules for building nimble companies:
* First, process of evaluating and pricing new projects needs to be decentralized
* Innovators should have access to multiple sources of experimental capital
* The more efficient the market for ideas, talent, and capital (the easier it is for internal innovators and investors to find each other, and the fewer the constraints on the internal realignment of resources - the more adaptable a company will be)

167: Additional design rules for 21st century (adaptable) companies:
* leaders must be truly accountable to the front lines
* employees must feel free to exercise the right of dissent
* policy making must be as decentralized as possible
* activism must be encouraged and honored

196: What tools can we give to employees to make them fully empowered business innovators?
* DB of customer insights and competitor intelligence?
* detailed financial stats to explore implications of changes in pricing, promo spending, staffing, etc?
* maps of key business processes to reconfigure and analyze them?
* internal website that helps individuals gather feedback on their creative ideas?

207: in a community of peers, people bow to competence, commitment, and foresight, rather than to power.

255: For the first time since the dawning of the industrial age, the only way to build a company that's fit for the future is to build one that's fit for human beings as well. *This* is your opportunity - to build a 21st century management model that truly elicits, honors, and cherishes human initiative, creativity, and passion - these tender, essential ingredients for business success in this new millenium. Do that, and you will have built an organization that is fully human and fully prepared for the extraordinary opportunities that lie ahead.

[Leonard Gaya · Rating 4 out of 5]

Hamel tackles a rather difficult and exciting topic: "Right now, your company has 21st-century, Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century managment principles." In other words, the assessment he makes on today's views on management is that we still cling on principles that were invented in the industrial era (think of F.W. Taylor or even of Peter Drucker). These principles have become a dogma in a post-industrial world where they are becoming less and less relevant. The reason why they persist is that we have not found any better alternative... yet!

Hamel, in this book, is not providing a new set of rules or a cookbook on how to invent a new model of management. Instead, he gives us a few examples on how a few innovative companies (Whole Foods, Google, Gore, Best Buy...) are bringing about a radical change in management and making the workplace more vibrant and more human. One of the most interesting parts is when Hamel encourages us to model new management principles on life evolution (as a process that allows experimentation and variety), open markets (where there is innovation without hierarchy), democracy (where leadership is distributed from bottom to top and accountability from top to bottom instead of the other way around), faith (that provides a deep sense of meaning to human endeavors) and cities (where diversity and serendipity is the rule).

In a word: food for management thought.

[Martti · Rating 5 out of 5]

Again I'm out of my reading-comfortzone, this time with a book about management. I have never read a book about management, but this was a total eye-opener and a jackpot. This guy totally get's it. When something weird should happen and I'd build/run a company, I'd totally do it like that.


Some quotes:

Listen for example to how Eric S. Raymond characterizes the open source community: "It is an evolving creative anarchy in which there are thousands of leaders and tens of thousands of followers linked by a web of peer review and subject to rapid fire reality tests."
Indeed even now many managers find it difficult to understand how such an organization can produce one of the world's most complicated products - a computer operating system. Like a first time visitor to Italy, they can scarcely believe something that chaotic actually works. But that's the point. The power of the Internet lies in it's capacity to facilitate coordination without the stultifying effects of hierarchy and bureaucracy.
The Web has evolved faster than anything human beings have ever created - largely, because it is not a hierarchy. The Web is all periphery and no center. In that sense, it is a direct affront to the organizational model that has predominated since the beginnings of human history. No wonder managers feel a little queasy when they venture into the far reaches of cyberspace, like space travelers who've arrived on a planet where up is down and left is right. It is a bit disorienting to realize that, as David Weinberger puts it, "Our biggest joint undertaking as a species [the Internet] is working out splendidly, but only because we forgot to apply the theory that has guided us ever since the pyramids were built."

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Management innovation that humanized work is irresistible : the three main case studies (Whole Food Market, WL Gore, Google) this book is based on are exhilarating examples on how empowering people fosters a grand slam in organisation success : innovation, profits, and employee engagement.

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Quote about the Feudal nature of the usual "management":
“If there was a single question that obsessed 20th century managers, from Frederick Taylor to Jack Welch, it was this: How do we get more out of our people? At one level,this question is innocuous—who can object to the goal of raising human productivity?
Yet it’s also loaded with industrial age thinking: How do we (meaning “management”) get more (meaning units of production per hour) out of our people (meaning the individuals who are obliged to follow our orders)? Ironically, the management model encapsulated in this question virtually guarantees that a company will never get the best out of its people. Vassals and conscripts may work hard, but they don’t work willingly.”

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“We have for many decades been living in a “post-industrial” society. I believe we are now on the verge of a “post-managerial” society, perhaps even a “post-organizational” society. Before you start hyper-ventilating, let me assure you that this doesn’t mean a future without managers. Just as the coming of the knowledge economy didn’t herald the death of heavy industry, a “post-managerial” economy won’t be entirely free of executives, supervisors, administrators and overseers. But it does imply a future in which the “work of management” is less and less the responsibility of “managers.” To be sure, activities will still need to be coordinated, individual efforts aligned, relationships nurtured, objectives decided upon, and knowledge disseminated. But increasingly, this work will be distributed out to those on the periphery.”

[Adam Wiggins · Rating 3 out of 5]

This book argues that management had its last major dose of innovation around the time the discipline was created, around 100 years ago. It supports this partially with detailed profiles of three successful companies with unique approaches to management: Whole Foods, W.L. Gore, and Google.

From the intro: "We must learn how to coordinate the efforts of thousands of individuals without creating a burdensome hierarchy of overseers; to keep a tight rein on costs without strangling human imagination; and to build organizations where discipline and freedom aren't mutually exclusive."

Some of the chapters are quite inspiring and insightful on topics such as combining autonomy with accountability; how "slack in the system" is required in order to make space for creativity; and how breakthroughts can't be planned, but can be gardened through numerous and strategic placing of bets.

Other chapters have are weakly written and have the tiresome enthusiasm found in mediocre books about business (e.g., most of them). If some of the weaker sections were cut out, I would give the book another star.

Overall I found it a thought-provoking read, and would probably be worthwhile for anyone running a business or otherwise in a management position.

[Rob Peters · Rating 4 out of 5]

The author Gary Hamel mixes real-world examples of management innovation with a compelling vision and business case of why management discipline is overdue for a reinvention!

My view of management innovation is on a current lack of "quality of social relationship metrics" on the balance sheet or income statement. As a business leader, do you measure and operationalize your products/services, employees, and/or your organizations's Relationship Capital (RC)?

[Zeke · Rating 3 out of 5]

So so. It’s a review of the management style of Whole Foods, Gore (of GoreTex fame) and Google from 2007.

The key idea is pushing authority down to the workers. I can get behind that. That said, given that Google hasn’t been that successful outside of their core business (which is an incredible oil derrick) it’s not clear how well that model pans out in the long run.

It was mildly interesting. I’m not angry that I spent the time, but wouldn’t recommend you doing the same.

[Chasmax1 · Rating 5 out of 5]

"It is times we all do away with antiquated 20th century, industrial aged thinking and managing. Titles, office location, etc. do not carry the influence it did in the last century. Productivity, meeting goals via clearly indentified metrics and accountability creates the innnovation needed in this new age of management leadership."

[Jinan Kim · Rating 3 out of 5]

Yes, there are way to change the company and change the world.
I know it's rather easy to think about revolution, but it's really hard to implement what you think.
Because there should be lots of sacrifice, when somebody do that revolution by their own hand.
Just watch the success stories and hope to some great one change the world. But I wish that one is me. hopefully.

[Joonas Kiminki · Rating 3 out of 5]

An inspirational book about management innovation, but already fairly outdated in its examples. Gives you the perspective that organisational change is sloooow. This book was published 11 years ago so it's been over a decade since the inception of these ideas and they're still on their way to real life.

[Adrian van Eeden · Rating 5 out of 5]

I read this book originally before the financial crisis but recently I've been thinking about how to restructure my teams and do away with management and some of Hamel's philosophy popped into my mind again so I re-read the book. It is still contemporary and still challenges the norms of today. In fact the provocation Gary Hamel makes that if you bought a manager from almost 100 years ago into today's future, they would be blown away by the technological changes, but fit right in to the management structure as though nothing had changed is still just as relevant today, despite the huge technology "disruptions" happening all around us.

Give it a read. I challenge you to find an author with as much vision who is any distance off HAmel in the books coming out at the moment.

[Pete Behrens · Rating 5 out of 5]

Most leadership books tinker at the edges. Gary Hamel and Bill Breen go straight for the foundation, questioning the very assumptions management is built on. Their message is clear: if you’re relying on 20th-century playbooks in a 21st-century environment, you’re already behind.

What struck me in their work is how coordination and control—once seen as management’s core strengths—can quickly become liabilities in complex, fast-moving contexts. Hamel and Breen don’t just offer new techniques; they challenge us to rethink management itself. For leaders serious about building adaptive, innovative organizations, this book is both a provocation and a guide.

[Artem · Rating 2 out of 5]

democratization & distribution of organizational decision making are at the core of Management 2.0 according to Gary Hamel. Decent concepts and already in use at Zappos, Github, ThoughtWorks, Whole Foods, etc. Good to see them explicitly stated instead of hunting for tidbits in Lean Principles. Drucker & Taiichi Ohno do have so much more depth in their stuff which is much older, much more deeply thought out & isn't just a collection of a bunch of anecdotes. I am very intrigued by Holacracies but prefer the discussion to be much more academic than conversational & pedestrian in nature.

[Dong Nguyen · Rating 3 out of 5]

Đổi mới quản trị mang tính hệ thống
Thời đại đặc trưng của sự thay đổi thì phải tạo được các hệ thống/cơ chế quản trị mà ở đó loại trừ các hệ thống cấp bậc, tình trạng quan liêu và sự phản ứng chậm (lagging time) trong hệ thống quản trị cũ (top-down)
Người quản trị rút dần vai trò top-down của mình mà nhường chỗ cho sự hoạt động của các nhóm nhỏ mang tính linh hoạt, được cung cấp nhiều hơn về thông tin và trao quyền tự tri để ra quyết định và chịu trách nhiệm cho quyết định của mình

[Lukasz Nalepa · Rating 3 out of 5]

I have very mixed feeling. On one hand author states that his goal is to spark the need to innovate in this area, without giving his own solutions, and in the rest of the book he actually does give his own solutions ;) All in all nothing revolutionary, rather slight suggestion of progressint into teal organisations, without calling it that way. A bit boring in some parts.

[Shashwat Bansal · Rating 5 out of 5]

This is one of the best books. The best part is that it makes you think in ways where you literally start searching for the why of everything around a business. Leave the business but one starts to question and even develop the ways one can question the principles written in the book. Brilliant and a must read!

[Edisom Rogerio A Hott · Rating 4 out of 5]

Publicado no Brasil em 2008 e o original em 2007. O autor propunha que o que restringia o desempenho das empresas era o seu modelo de gestão. Defendia a necessidade de se criar nas empresas uma capacidade sistêmica de inovação em gestão e de reinvenção das tecnologias de gestão. Seria essencial fomentar novas maneiras de reunir talentos, de distribuir recursos e formular estratégias.

[Quinton · Rating 5 out of 5]

For the first time since the dawning of the industrial age, the only way to build a company that’s fit for the future is to build one that’s fit for human beings as well. This is your opportunity— to build a 21st century management model...

Hamel, Gary; Breen, Bill. The Future of Management (p. 255). Harvard Business Review Press. Kindle Edition.

[Thomas · Rating 5 out of 5]

J’ai adoré les exemples de types de management présentés et l’analyse des travers des sociétés classiques. J’y ai reconnu bon nombre de comportements fortement ancrés!

Pas mal de captures d’écran pour garder des traces :-)

[John Brandt · Rating 5 out of 5]

If you are a change agent leader. This is a great book. It can help give you what you need to create the fire for a conversation.

[Kai Evans · Rating 5 out of 5]

i don't read much about management, but this feels like a cornerstone work on management innovation.

[Natalia Vysotskaya · Rating 3 out of 5]

Good questions to ask yourself. Could be third the size, too academic

[Murat Yıldırım · Rating 4 out of 5]

It includes and tells so great ideas. Until I read this book, I was thinking that a good hierarchy was the most important element for an organization. Thanks Gary Hamel to change my mind.

[Duong Tan · Rating 4 out of 5]

Được giải thưởng Sách hay 2017 cũng hợp lí. Nhiều dữ liệu tốt cho nhà quản trị, người phát triển năng lực lãnh đạo. Khiêm tốn vừa đủ, không giống như một số cuốn có tựa đề tương tự.

[Jimmy · Rating 1 out of 5]

Nothing new, outdated. Badly written.

[Lorraine Margherita]

Interesting how the Future of Management was translated into French as The End of Management

[SethMantel · Rating 3 out of 5]

Eloquently tangential where not eloquently repetitive.

Listing Trump among the "self-made" individuals shows this book's age.

[Mara · Rating 4 out of 5]

This gave me A LOT to think about regarding how I’m running my company and how I could make it better.

[Sriram · Rating 5 out of 5]

A wonderful book well written. Very inspiring and felt I should also do something along the lines for betterment. Strongly recommend this book.

[Patrik Gustafsson · Rating 5 out of 5]

I like this book, almost as much as I like Humanocarcy. This books angle I think makes it more suitable for current leaders who are on the road (or need to be pushed on to it) away from old school management towards the future of management.

Management invocation is the key factor for companies to win, lose or leapfrog the competition.

Get with the times :)

[Jeff Garrison · Rating 3 out of 5]

Our current management practices grew out of the rapid industrialization of the late 19th and early 20th century. In their time, they were very efficient at dividing up labor and responsibilities and creating hierarchies along with rules and regulations. These practices have raised productivity and increased our standard of living. Unfortunately, as the pace of change accelerated over the past few decades, those organizations holding tight to past practices have found themselves left behind. In The Future of Management, Gary Hamel calls for new management innovations to meet the new challenges of the business world where old corporate oligopolies now finding themselves competing with fast start-up companies; a world where the internet and the digitalization of media have shifted power from the producer to the consumer and threatened intellectual property rights; and a world where decrease costs for communication and the increase globalization now means every industry is faced with ultra-low priced competition. In this new landscape, those who hold on to the past will fail. Yet, change is hard because we have so much invested in the former ways of doing things. Change requires organizations to alter their corporate DNA.

In the past, no one expected managers to be innovators. Their task was to take ideas from other people and figure out a way to make a profit. (35) In the new organization Hamel foresees, the work of innovation will be everyone’s job and one of the task of those in management will be to create a company where everyone gives their best. We need to tap into the brain power of all members of an organization. One of the problems facing all companies and organizations is that only 14% of the employees (in a worldwide study) were seen as highly engaged in their work. With the changes we’re experiencing in the world today, passion, creativity and initiative are far more important than intellect, diligence and obedience. An organization with too much hierarchy and too little freedom will have a hard time navigating the continual changes that are now required. Organizations need to learn how they can broaden employee freedom without sacrificing focus, discipline and order, how they can enhance the community to bind people together (as opposed to the bureaucracy binds people together), and how to instill in everyone a sense of mission that calls them to do the extraordinary.

Hamel provides three case studies of companies who’s management practices are innovative. Whole Food Markets is a supermarket that takes on the challenge of reversing the industrialization of the world’s food supply and to give people better things to eat. The second group is a private company, W. L. Gore, started by a former Dupont Engineer, that attempts to do away with the traditional hierarchy of corporations and that encourages all employees to work on new ideas. The third organization is Google, who has a 70-20-10 rule. Seventy percent of one’s work time is on core business, twenty percent on new products that can extend the core and ten percent devoted to fringe ideas. Working at Google is often described as feeling like graduate school. All these companies strive to get the most of their employees by allowing them all freedom to be innovators. Unlike traditional companies that has a special department to develop new ideas, one that’s often kept at a distance from the rest of the organization, these companies see involve everyone in developing new ideas and products.

Of course, making such a change is not easy (Hamel describes it as escaping the shackles). Hamel uses life, markets, democracy, faith and cities as metaphors in describing how to generate new ideas. Hamel identifies six challenges to existing organizations:
Creating a democracy of ideas
Amplifying human imagination
Dynamically reallocating resources
Aggregating collective wisdom
Minimizing the drag of old mental models
Giving everyone an opportunity to opt in

In the final chapter, Hamel describes the attempts by three organization to re-invent their management-- IBM, GE and Best Buy--as he makes the case that management is not at the end, but it needs an update (like a new release of a computer program)..

Although reading business books isn’t exciting, there is much in this book that should cause us to look at our particular organizations and ask the questions that Hamel raises as we look to the future.