4 Rules That Will Change Rulers

by Jay Deragon on 07/02/2012

While many managers know the organization can’t survive without understanding the “rules” many more don’t understand you can no longer manage by your rules. The rules and rulers have changed. It is one thing when the rules change but it is entirely different when the rulers change.

4 Rules That Will Change Rulers

  1. The  business environment is less forgiving. The pace of change is accelerating, ultra low-cost competitors are beating old high cost legacy systems, knowledge has become a commodity and is rapidly increasing customer power, and an ever-lengthening menu of social demands. Traditional management models that emphasize optimization over innovation, and continuity over change, simply can’t cope with a less forgiving and impatient marketplace of buyers.
  2. New web-based collaboration tools are replacing formal hierarchy. For the first time since the pyramids were built, human beings have a new way of managing themselves, via online, distributed networks.
  3. New workforce expectations will reshape work environments in the years ahead. If you’re part of the first generation to grow up on the Web, you don’t think of the Internet as something “out there”—as a tool you use to reserve a hotel room, buy a book, or rekindle an old flame. Rather, the Web is something you’re perpetually in; it’s as ubiquitous and transparent as water to fish. As a digital native, the Web is the operating system for your life, the indispensable and unremarkable means by which you learn, play, share, flirt, and connect. The experience of growing up online will profoundly shape the workplace expectations of the workforce of the future which is today.
  4. The rulers are the many, not the few.  The few used to manage the many but because of the change in rules fueled by the web the few are now managed by the many. The many expect the social environment of their work life to reflect the social context of the Web, rather than a mid-twentieth-century management bureaucracy.

Gary Hamel writes: Organizations around the world still working hard to strap rancorous and free-thinking human beings into the straitjacket of institutionalized obedience, conformity, and discipline. But now, for the first time since the early twentieth century, we’re on the verge of another management revolution, and it may turn out to be just as unsettling as the one that spawned the Industrial Age.

If you are a manager or a leader (or think you are) then the sooner you awaken to the not so silent revolution happening before your eyes then the sooner you’d understand the new rule and rulers.

Today the thoughts of the marketplace are nothing like your thoughts, and the ways of the marketplace are far beyond anything you could imagine.

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