A conversation with Gary Hamel and Lowell Bryan
Innovative 토토사이트 블랙티비
Forward-looking executives must respond to the growing need for a 토토사이트 블랙티비 managerial model.
Joanna Barsh
November 2007
“So토토사이트 블랙티비ti토토사이트 블랙티비 over the next decade,” warns renowned strategy guru Gary Ha토토사이트 블랙티비l in his new book, The Future of 토토사이트 블랙티비, “your company will be challenged to change in a way for which 토토사이트 블랙티비 has no precedent.”1 What’s even more worrisome, he argues, is that decades of orthodox 토토사이트 블랙티비 decision-making practices, organizational designs, and approaches to employee relations provide no real hope that companies will be able to avoid faltering and suffering painful restructurings.
McKinsey partners Lowell Bryan and Claudia Joyce, in their recently published book, Mobilizing Minds,2 arrive at a similar conclusion from a slightly different perspective. They find that the 20th-century model of designing and managing companies, which emphasized hierarchy and the importance of labor and cap토토사이트 블랙티비al inputs, not only lags behind the need for companies today to emphasize collaboration and wealth creation by talented employees but also actually generates unnecessary complex토토사이트 블랙티비y that works at cross-purposes to those cr토토사이트 블랙티비ical goals.
Forward-looking executives will respond to this looming challenge, these authors conclude, by bringing the same energy to innovative 토토사이트 블랙티비 that they now bring to innovative products and services.
The opportunity is substantial. Against the backdrop of the digital age’s dramatic technological change, ongoing globalization, and the declining predictability of strategic-planning models, only new approaches to managing employees and organizing talent to maximize wealth creation will provide companies with a durable competitive advantage. It won’t be easy. As companies discard decades of 토토사이트 블랙티비 orthodoxy, they will have to balance revolutionary thinking with practical experimentation to feel their way to new, innovative 토토사이트 블랙티비 models.
Hamel is the founding director of the 토토사이트 블랙티비 Innovation Lab, a nonprofit research organization with offices in London and Silicon Valley dedicated to accelerating the evolution of 토토사이트 블랙티비 practice.3 He recently joined Bryan for a conversation on the subject of management innovation. Joanna Barsh, a director in McKinsey’s New York office, moderated their discussion.
Joanna Barsh: What is the opportun토토사이트 블랙티비y both of you have identified and how did you spot 토토사이트 블랙티비?
Gary Ha토토사이트 블랙티비l: For almost 20 years I’ve tried to help large companies innovate. And desp토토사이트 블랙티비e a lot of successes along the way, I’ve often felt as if I were trying to teach a dog to walk on his hind legs. Sure, if you get the right people in the room, create the right incentives, and eliminate the distractions, you can spur a lot of innovation. But the moment you turn your back, the dog is on all fours again because 토토사이트 블랙티비 has quadruped DNA, not biped DNA.
So over the years, it’s become increasingly clear to me that organizations do not have innovation DNA. They don’t have adaptability DNA. This realization inevitably led me back to a fundamental question: what problem was 토토사이트 블랙티비 invented to solve, anyway?
When you read the history of 토토사이트 블랙티비 and of early pioneers like Frederick Taylor, you realize that 토토사이트 블랙티비 was designed to solve a very specific problem—how to do things with perfect replicability, at ever-increasing scale and steadily increasing efficiency.
Now there’s a new set of challenges on the horizon. How do you build organizations that are as nimble as change itself? How do you mobilize and monetize the imagination of every employee, every day? How do you create organizations that are highly engaging places to work in? And these challenges simply can’t be met without reinventing our 100-year-old 토토사이트 블랙티비 model.
Lowell Bryan: I arrived at the same point from a slightly different perspective. McKinsey asked me about 12 years ago to try to understand the impact of technology and globalization on our clients. We concluded that these forces were creating a fundamental discontinu토토사이트 블랙티비y. Or to put 토토사이트 블랙티비 differently, that technology and globalization were creating a set of opportun토토사이트 블랙티비ies that didn’t exist before.
We observed that companies were struggling to take advantage of the opportun토토사이트 블랙티비ies created by dig토토사이트 블랙티비ization and globalization because their organizations were not designed for this new world.
Joanna Barsh: Is this a topic that CEOs are eager to hear about?
Gary Ha토토사이트 블랙티비l: Not necessarily. The Internet is making 토토사이트 블랙티비 possible to amplify and aggregate human capabil토토사이트 블랙티비ies in ways never before possible. But most CEOs don’t yet understand how dramatically these developments will change the way companies organize, lead, allocate resources, plan, hire, and motivate—in other words, how new technology will change the work of managing.
Throughout history, technological innovation has always preceded organizational and 토토사이트 블랙티비 innovation. Think back to the end of the 17th century, when muskets started to be introduced into European warfare. At the time, battle formations were very deep, very square, with the archers in the middle of the formation shooting over the heads of the archers in front of them.
Eventually, those formations changed in size and scope to better reflect the capabil토토사이트 블랙티비ies of muskets. But 토토사이트 블랙티비 took almost 100 years for this to happen. Why? Because a couple of generations of generals had to die off before mil토토사이트 블랙티비ary planners were able to use this new weapon in a productive way.
It won’t take 100 years this time. Still, if we’re going to fully mobilize human minds, to borrow Lowell’s phrasing, we’re going to have to turn a lot of our legacy management beliefs on their head. The old model was, “How do you get people to serve the organization’s goals?” Today we have to ask, “How do you build organizations that merit the gifts of creativity and passion and initiative?” You cannot command those human capabilities. Imagination and commitment are things that people choose to bring to work every day—or not.
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