Today, the overriding problem for every organization is how to change, deeply and continually, and at an accelerating pace.
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The large, hierarchical corporations that dominated business in the 20th century will not completely disappear, but they will become less important. In their place will be new, more flexible ways of organizing large-scale work that provide great freedom and take advantage of people’s energy and creativity. All of them will depend on the Internet.
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The history of business in the 20th century is, in many ways, the history of public companies. Will the same be said of the 21st century? Not necessarily.
There is a lot of evidence that groups make better decisions than individuals, especially when they are selected from among the smartest and most interesting people.
The Net Generation, now coming of age, will shape the corporation for decades to come. Attracting sufficient numbers of Net Generation workers should be a top priority, since their talents will be critical to how companies adapt to future change.
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Technology is radically shifting the balance of advantage away from the mighty corporation and toward markets and individuals. Tiny organizations can do the sorts of things once the preserve of mighty organizations.
Although jobs can be outsourced to vendors or contractors almost anywhere on the planet, there’s a growing global demand for these tasks and the workers who can perform them. What will it take to win on this global talent battlefield?
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Any legendary organizational performance is the result of emotionally committed managers. The question is, how can companies get more of them?
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- McKinsey on managing business during a recession
McKinsey's Lenny Mendonca discusses on Big Think, a global online forum, how companies can learn from the current economic crisis and build better businesses for the future.
15 Apr 2010 · 09:58:34 AM GMT
Dear evaluator Chief executive officer is the first person in indian context explicitly coperative but at times of dynamic decisions and creative decisions prefers to be more conservative. systematic observations found risk averse implicitl...—prof.nookalarambabu
In response to Want great managers? Set them free
14 Apr 2010 · 01:52:59 AM GMT
I believe the key to finding, keeping and developing great managers is to use the culture of a company (as embodied by the values of the board and CEO) as a template for identifying existing or incoming executives whose values and personalities are a...—Mark Southall
In response to Want great managers? Set them free
12 Dec 2009 · 11:46:37 AM GMT
100% agree with you on this topic. Great article!—John Taibi
In response to Want great managers? Set them free
18 Nov 2009 · 03:28:06 PM GMT
I’ve thrown a few verbal rocks in my time, but it yields very little. Mr. Hamel is simply trying to boil the soup down to the core essence of what is required for all of us to be aware and adapt so that some semblance of sustainability of usef...—Bill Becker
In response to Three forces that will transform management
15 Oct 2009 · 06:20:05 AM GMT
Excellent observation and interpretation of the young netizens which might influence the way we think. Also the fact is every organisation strives to achieve innovation in whatever form and structure they are in today. For being able to change fast, ...—Sumantra Roy
In response to Three forces that will transform management
01 Oct 2009 · 04:17:19 AM GMT
I couldn’t agree more. most employers though do not have the guts to create this kind of environment. There needs to be a paradigm shift from the top and smart trust should be the outcome. Trust your managers, give them enough operating space a...—Ben