For the customers of these organizations, the situation is similarly grim; a firm full of people who are not fully engaged in their work is not much fun to deal with. Although firms talk about customer service and responsiveness, they are more often engaged in one-way communication.
Q: What role do managers play in the current crisis as you see it? The mental model of management that these companies are pursuing, with interlocking attitudes and practices, methodically prevents any individual management fix from permanently taking hold.
Q: How does communication change in the new world of radical management? You have a chance to remake your workplace. It will be difficult, thrilling, frightening and exciting, all at once. There will be times when nothing works, the task seems hopeless and everyone is tempted to abandon the effort and retreat back to the old practices. But with persistence, courage and humility, you can overcome the problems as you make your way.
Finally, when you are done and you have a workplace that is humming, vibrant, full of life, and highly productive, it will be time to look at what you have accomplished with a fresh, unprejudiced eye and see how it can be made even better.
Is there a key message in the book? I spent the first four decades of my life gazing at the vast and somber edifice of the Soviet Union. Grim, impregnable, and despotic, it seemed destined to last forever. Yet economically it was rotting from within.
When the Berlin Wall came down, the edifice abruptly collapsed. Now dictatorships are an endangered species around the world. Those few that do remain feel obliged to put on a semblance of democracy with rigged elections and phony votes. Even they know that the world has changed. Human beings are no longer willing to live under tyranny. The vast and somber edifices of the traditional corporation still stand. Grim and impregnable, they also seem destined to last forever.
Yet they are also rotting from within: the return on their assets is only a quarter of what it was just a few decades ago. Their life expectancy is already startlingly brief—now around fifteen years and heading towards five years, unless something changes.
The despotic management practices that are causing the decline are anachronisms from a former era. It is only a matter of time before they come to be seen as uneconomic and intolerable as despotism in the political sphere. Radical management is thus part of a larger story, an emerging process of societal change, in which the structures that we build are adjusted to enhance rather than strangle the living part of our lives. Radical management is a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively.
In sum, the principles comprise a new mental model of management. Who is this book for? CEOs, senior managers and leaders who want to master the elements of radical management. CEOs, senior managers and leaders who want to create and sustain a high-performance organization, creating continuous innovation, deep job satisfaction and client delight. Visionaries of all stripes, anyone who knows there is a better way and is serious about making it happen fast.
Consultants who want to delight clients with radical management Leaders who want to apply the principles of Scrum, Agile or Lean to general management. Any manager who wants to create a more productive workplace. The Seven Basic Principles of Radical Management Radical management is a fundamentally different approach to management, with seven inter-locking principles of continuous innovation. The goal of work is to delight clients. Traditional management aims at producing goods or services, or making money for the shareholders.
Radical management aims at delighting clients and focuses, not just the marketing department, but the entire organization on this goal. Work is conducted in self-organizing teams. What are self-organizing teams? Why they constitute the best way to generate continuous innovation. How to make them happen? Teams operate in client-driven iterations. This in turn leads on to working in client-driven iterations, because delighting clients can only be approached by successive approximations.
And self-organizing teams, being a life-form that lives on the edge of chaos, need checkpoints to see whether they are evolving positively or slipping over the edge into chaos. Each iteration delivers value to clients.
Client-driven iterations focus on delivering value to clients by the end of each iteration. They force closure and enable frequent client feedback.
Managers foster radical transparency. Self-organizing teams—working in an iterative fashion—in turn both enable and require radical transparency so that the teams go on improving of their own accord.
Managers nurture continuous self-improvement. Follow the daily thoughts of Steve Denning. What Is Radical Management? Radical Management sm is fundamentally different from the traditional management prevalent in large organizations today. The principles of Radical Management sm help business leaders to build valuable organizations in a world of rapid change and intense global competition.
The principles of Radical Management sm are: - A shift in goal from making money for shareholders to delighting customers through continuous innovation.
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