I’m working through the pile of links I’ve accumulated. Gary Hamel’s 25 Stretch Goals for Management caught my eye, if nothing else because I liked the challenge they attempt to address:
What is it about the way large organizations are currently managed that will most imperil their ability to thrive in the decades ahead; and given this, what fundamental changes will be needed in management principles, processes and practices?
Four goals caught my eye, the first three are pulled together by the last phrase “equip every employee to act in the interests of the entire enterprise”:
13. Develop holistic performance measures. Existing performance metrics must be recast, since they give inadequate attention to the critical human capabilities that drive success in the creative economy.
14. Stretch executive time frames and perspectives. Discover alternatives to compensation and reward systems that encourage managers to sacrifice long-term goals for short-term gains.
15. Create a democracy of information. Companies need holographic information systems that equip every employee to act in the interests of the entire enterprise.
The group also touched on one of my pet peeves in point “20”. Many times we set up “all or nothing” or “either/or” dilemmas because we ignore or don’t understand all the dimensions of a problem.
Filed under: PMO Tagged: | Eric Schmidt, Gary Hamel, Harvard Business Online, Leadership, Leadership and strategic planning, Management 2.0, Managing people, Organizational culture, Performance Management