In an online Open Forum, HBS professor Jim Heskett says that management could change a lot in the coming years, primarily driven by developments on the Internet, the communities that it has spawned, and new attitudes to work. He also asks whether innovation in management will be confined to entrepreneurs. Professor Heskett refers to a new book by Gary Hamel (The Future of Management) in which Hamel defines management innovation as “anything that substantially alters the way in which the work of management is carried out”.
Hamel envisions a future where the goal of management is to build a “nimble” organisation where innovation is everyone’s job, where there is less hierarchy and a more common or team based approach to working. In fact this environment exists today in some of the most successful companies such as Whole Foods Markets and Google. But is this future based on a clear direction from existing management or simply based on the non-standard approach of a few entrepreneurs?
The question posed by Professor Heskett is “what does the future of management look like?”
The question this raised with me is whether this innovative future for management will really be management led (pull) or whether it will be something that is driven by developments lower down in the organisation (push).
While there are many examples of leading edge companies adopting innovative practises, in fact most companies are managed by insiders who have worked their way up the organisation. These “home-grown” leaders work hard to develop the necessary skills to adapt to their new found positions, however their focus is on effectively performing in their management roles rather than driving innovation at the management level.
The future vision of Hamel’s implies that it will be management who lead (pull) the innovation.
In my opinion, the drive for innovation will come from lower down within the organisation, as the newer generation of workers join the ranks of companies. The latest entrants into the workplace as used to “information at lightening speed”, instant decision making and getting their own way. They will invest more time in redesigning their jobs to be what they want it to be than in fitting in with the norms. This will lead to a “push” of innovation within all companies rather than a “pull” of innovation that is management led.
The real challenge will be how to manage the innovation.
Mar. 31st Update : Many thanks to Professor Heskett for referencing my comments in his wrap-up of the discussion.