Drucker made it clear that leaders, managers, academics and researchers in the fields of organisations, management, communication and change need to challenge the very foundations and assumptions of their work. Roddick said “we went looking for employees, but people turned up instead.” The starting points for all organisations are people and values.
Tag Archives: radical management
Moving from traditional management
Steve Denning’s point was that while the teams he referred to operated far in advance of other areas of the organisation in terms of radical management (and in terms of results), the work to create the foundations had already started, creating the environment for success.
The Next Success Barrier
Imagine if you will – you’ve recently started a new role as General Manager. You’ve spent a few weeks listening to people and identifying success barriers and passion bleeders. You’ve introduced the team to the concept of radical management and started off on the journey to lay the foundations. And in Week 6 of your [...]
Introducing Radical Management to ACPSEM
I was taken by the description to come out of the Stoos gathering, that “organisations can become learning networks of individuals creating value and that the role of leaders should include the stewardship of the living rather than the management of the machine.”
Challenging the Unkind Cuts
Budget cuts, especially when they relate to labour cuts, have dramatically unkind impacts on the people in your organisation, their morale, the ability to get the work done. They result in long-term hardship to your people (or former people in the case of labour cuts) and their families, as well as having a broader impact on customers and communities. History tells us that budget cuts are often the beginning of the end for companies, leading to eventual closure, takeover or liquidation.
Plans to avoid the Dog House (or not)
The key is to avoid your business being a slave to the product. Driving your business by your value proposition that delights your customers and clients is a better way to avoid the “dog house” – or to make the dog house a successful business proposition!
Measure to succeed, not to do
Organisations should be measuring achievement. Are we reaching our goals, are we moving forward, are we still innovating and delighting our clients. We don’t have the resources and the time to spend on measuring everything we do.
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