If you under the impression that I’m the only one or part of a small group who sees current management system as a problem, just read what leadening research firms and top management consulting groups saying about our current management system:
Today’s organizational structure has aged out. Built on a foundation of stability, accountability, and control, traditional organizational design protects its silos and political affiliations at the cost of speed and innovation. – Forester
“We Working” will take out middle management. – Gartner
we are witnessing the emergence of an organizational structure that is more “flat” and transparent, where information is flowing faster and more freely between employees, departments, and external parties … companies that fail to develop an organizational structure and culture that use social networking to foster innovation, knowledge sharing, and participation are likely to be left behind. – IDC
Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. – McKinsey & Company
a smart and effective organization is lighter and flatter in structure, allowing for flexibility and agility. It specifies fewer and bulkier management roles with broad spans of control and motivates the employees in those roles to use their own initiative and to exercise their creativity in finding solutions. – BCG
Digital organizational structures are flat and iterative, and allow for rapid decision making. – BCP
An important part of designing for adaptability is a shift away from hierarchical organizational structures toward models where work is accomplished in teams. Indeed, only 14 percent of executives believe that the traditional organizational model—with hierarchical job levels based on expertise in a specific area—makes their organization highly effective. Instead, leading companies are pushing toward a more flexible, team-centric model. – Deloitte
It means that 86 percent of executive believe that hierarchical organizations are NOT helpful!
Hierarchical organizational models aren’t just being turned upside down—they’re being deconstructed from the inside out. Businesses are reinventing themselves to operate as networks of teams to keep pace with the challenges of a fluid, unpredictable world. – Deloitte
