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We are in the early stages of a digital revolution that is transforming our business practices and driving a radical transformation of our thinking about management. For the first time in history, social technologies make it possible to coordinate human efforts without sacrificing people’s initiative and creativity. <\/span><\/p>\n<\/blockquote>\n

Many have been the reasons that have been given to explain the causes of the current economic crisis that have left profound consequences in our society. The most obvious have been the voracity of the financiers themselves, economic deregulation and the negligence of the central banks that tolerated madness. But the reality is that the reason for the collapse of Lehman Brothers in September 2008, a turning point in the current financial and credit crisis, was above all a spectacular failure of management. <\/span><\/p>\n

And this “<\/span>failure of management<\/b>” of much of the global financial system, is much more than the story of “irresponsible” politicians and bankers who lost control of their organizations; it is the story of a deeply flawed management model that encouraged bankers and executives to pursue business opportunities, unethically and without regard for their long-term consequences, putting their own interests and personal ambition ahead of those of their companies, employees, and shareholders.<\/span><\/p>\n

In the same vein, on a national scale, one of the lessons learned from this crisis and a clear message from citizens in the recent municipal elections is that widespread corruption in our political system is also largely a failure of management. The management models of our political parties, organizations and institutions are opaque, promote clientelism, add little value and are very inefficient in the management and allocation of public resources. So it should not surprise us that this crisis has taken away citizens’ trust in political parties and in the integrity of their managers. <\/span><\/p>\n

Hence the need to urgently rescue management. A well-chosen management model can be a source of economic and social value creation; a bad management model can lead us to ruin. Reality shows us every day that current management models, inherited from the industrial era and based on extractive hierarchies, have a very high cost in terms of transparency, initiative, creativity and commitment of people. It is becoming more and more evident every day that managers and management practice are currently suffering a serious crisis of values, and we urgently need to rescue management from its current “premises” to make it more ethical, open, participatory and transparent. <\/span><\/p>\n

These are times to question.<\/b><\/h3>\n

If we want to create organizations that are fit for the future, we have to reinvent management systems and the processes that develop and give them meaning from the root. We must question what we do every day as managers in our organizations: how we develop the strategy, design the structure, set the objectives, build the teams, assign the resources and tasks, manage the performance, make the decisions, motivate people, recognize the efforts, develop the talent, measure the performance, learn organizationally and a long etc. <\/span><\/p>\n

And, above all, we must ask ourselves why most workers, in all types of companies, regardless of their sector or size, are disengaged from their companies and do not find the purpose or meaning of what they do every day in their work.<\/span><\/p>\n

In today’s conversation we will see that it is not true that there are no real alternatives to the industrial management model. The problem is that there is no executive will to do what needs to be done, that it is not a few small “reforms” in organizations or minor changes in their governing bodies, but a real rescue of management based on new ethical and social values, which put people at the center of management and make it possible to recover lost credibility. <\/span><\/p>\n

Building the new management maps<\/b><\/h3>\n

To move forward, and get business management out of the impasse it has gotten into, let’s start by analyzing the original meaning of the word “management”.<\/span><\/p>\n

The term as it is used in the business world, generally comes from the Anglo-Saxon conception of management, and is far from being a uniform and monolithic concept, since different schools have different starting points. In simple terms from Wikipedia, “management” corresponds to the action of making people collaborate to achieve the goals they want. In companies and organizations, management is associated with the function that coordinates people’s efforts to achieve the goals and objectives of the organization using available resources efficiently and effectively <\/span>: <\/span>Management is then, etymologically, a social competence, with the main managerial tasks being planning, organizing, directing and controlling.<\/span><\/p>\n

These practices are reflected in the management models of companies through different business processes: strategic planning, annual budgets, operational reviews, hiring and promotion, performance management, talent management, succession planning, etc. Processes that are executed through a specific organizational structure, usually hierarchical, which reflects the formal relationship between people and groups in terms of the assignment of tasks, responsibilities and authority within the organization. <\/span><\/p>\n

Management, a mature technology<\/b><\/h3>\n

Gary Hamel in his book “The Future of Management”, one of the best-selling books on business management in the last decade, argues that, due to the changes we are experiencing, business management has become a mature technology and, therefore, incapable of solving the new challenges that organizations will have to face in the new millennium. Hamel reminds us that most of the tools and techniques of modern management come from the first half of the twentieth century, and that they were invented by pioneers of that discipline who, in reality, had been born in the previous century. <\/span><\/p>\n

Of course, the industrial management model was spectacularly successful, and became one of the main drivers of economic progress in the last hundred years. But it has had, over time, a negative effect on the very concept of management, since it is today, exclusively with the hierarchical structure, and the bureaucratic form of work that has been imposed on large industrial companies. And what is worse, in the face of a reality as complex as the current one, our organizations are paralyzed by hierarchy, the organizational chart and the division between functions. <\/span><\/p>\n

The need to rescue management<\/b><\/h3>\n

Management is one of humanity’s most important inventions, and it is the key “technology” to create value through people. Therefore, our ability to address the enormous challenges of a hyperconnected society is ultimately dependent on our ability to rescue management from that archaic version, as a set of bureaucratic practices that encourage clientelism, discourage transparency, frustrate experimentation, discourage creative thinking and overvalue previous experience over creativity and experimentation. <\/span><\/p>\n

The challenge of management in the new context is threefold: on the one hand, to learn to interact with the new reality, to develop a new perspective that allows us to build the new maps to move in a digital world; on the other, to acquire the new 2.0 capabilities necessary in the new collaboration economy, and finally to design new identities that have value and add value to new digital customers and make them a reality in increasingly open, virtual and global collaboration networks.<\/span><\/p>\n

The path has already been traced. It is becoming increasingly clear that, at least for the next few decades, the media will be the driving force behind the great transformations that are already taking place in our traditional management models. Our organizations have already embarked on a journey of no return, of which we know their starting point \u2013 hierarchical, essentially opaque and power-oriented organizations \u2013 but of which we do not know the point of arrival in detail, as it is yet to be defined. <\/span><\/p>\n

The fact that it is yet to be defined does not mean that we do not know anything about this new destiny, about this uncertain future that awaits us. We can say, without fear of being wrong, that it will be populated by more transparent, people-oriented organizations: by organizations with a new social dimension. It is not a question of questioning efficiency and planning, but of recognizing that the business challenges we face \u2013 in a complex and uncertain global context, let us not forget \u2013 require less planning and control, and much more capacity for dialogue and interaction with the new social realities. In short, it is a matter of seeking a new point of balance, which allows us to coordinate individual efforts and produce results without having to sacrifice people’s creativity, motivation and passion. <\/span><\/p>\n

Management 2.0: management as a social competence<\/b><\/h3>\n

We need to reinvent a <\/span>whole new model of management<\/b>. The argument is very simple: to compete in global markets, today’s organizations need to attract and involve the best professionals, innovate continuously, respond nimbly to changes, meet the needs of new customers and act ethically. These new management imperatives cannot be addressed from a hierarchical industrial management model, based on opacity, command and control. We are facing unprecedented challenges that are beyond the scope of management practices that we have inherited from an industrial era and that are more than a hundred years old. <\/span><\/p>\n

Management essentially consists of getting people to collaborate with each other to achieve the desired objectives. That is why we say that management 2.0 is a social discipline, it is not a matter of technologies, but of ethics, values, culture and leadership. The essential thing is to understand that management 1.0 inherited from the industrial era is based on management as power and hierarchy as an imposed order, and that in the era of collaboration, management 2.0 is based on management as influence and on redarchy as a new emerging new order. <\/span><\/p>\n

When referring to a discipline and 2.0 is attached, it is about alluding to its compatibility with the values and new ways of doing things that characterize the social web: new ways of communicating, collaborating, bonding, and learning; new work environments that promote interaction, collaboration, and the construction of communities that transcend the borders and management models of traditional companies.<\/span><\/p>\n

As a driver of the necessary changes in our organizations, management 2.0 allows us not only to address the new reality from the perspective that another management model is possible, but also to create new contribution frameworks not necessarily linked to a position in the organizational chart, but to communities of passion, which make it possible to reduce the fear of change and increase the trust, collaboration and collective innovation necessary to face the new challenges of a digital economy.<\/span><\/p>\n

The search for a new balance.<\/b>
\n\"logo_manifiesto\"<\/a><\/h3>\n

The <\/span>
\n Redarchy Manifesto<\/span>
\n<\/a> is a list of ten critical challenges that our organizations face in the search for this new 2.0 management model. Each point of the manifesto highlights the need for a new balance between the 1.0 management model inherited from the industrial era and the new values of management 2.0, based on the new ways of doing things that prevail in the social web. <\/span><\/p>\n