{"id":4779,"date":"2024-10-03T21:02:40","date_gmt":"2024-10-03T19:02:40","guid":{"rendered":"https:\/\/www.druckerforum.org\/blog\/?p=4779"},"modified":"2024-10-03T21:12:16","modified_gmt":"2024-10-03T19:12:16","slug":"from-next-management-to-beyond-managementby-winfried-felser","status":"publish","type":"post","link":"https:\/\/www.druckerforum.org\/blog\/from-next-management-to-beyond-managementby-winfried-felser\/","title":{"rendered":"From \u201cNext\u201d Management to \u201cBeyond\u201d Management
By Winfried Felser"},"content":{"rendered":"\n
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As every year, the international management community will meet in Vienna at the Drucker Forum in November to debate the urgent issues of our time. This time, however, the event feels more like a bracket <\/strong>round Drucker Forum topics of recent years \u2013 “ecosystems”, “leadership” <\/strong>and “the human dimension”, <\/strong>for example.<\/strong><\/p>\n\n\n\n

All of them can be grouped under the common label of the \u201cNext Management<\/strong>\u201d. A management “next” has long been a necessity<\/strong>, if not a “beyond” that may be more appropriate for multi-disruption <\/strong>– more on that later. In any case, whether continuing linearly or disruptively shaken, management as we know it is creaking under pressure from drivers including technology (AI), new business logics (platform economy, ecosystems) or from a VUCA world that is becoming brittle, anxious, non-linear, and incomprehensible \u2013 BANI. This is the \u201cwhy?\u201d of change.<\/p>\n\n\n\n

What needs to change?<\/strong><\/p>\n\n\n\n

In these conditions, what<\/strong> exactly needs to change, and how<\/strong>? In fact, the \u201cwhat\u201d and \u201chow\u201d<\/ins><\/strong> is summed up in Richard Straub\u2019s article on “THE NEXT MANAGEMENT\u201d<\/a>. His answer to the question \u201cwhat\u201d in management needs to change is \u2013 \u201ceverything\u201d. Here\u2019s a reminder of Straub’s seven key propositions for the future:<\/p>\n\n\n\n

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To make \u201ceverything\u201d more specific, we can conveniently map the topics of the last 10 Drucker Forums on to the classic 7-S model proposed by McKinsey consultants Tom Peters and Robert Waterman in In Search of Excellence<\/em>. To jog your memory, this consists of three hard Ss (Strategy, Structure, Systems) and four soft Ss (Shared Values, Style, Skill, Staff). For each S we need a detailed understanding of \u201cNext\u201d, as outlined by Richard.<\/p>\n\n\n\n

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For the details, the 7-S represents an old structure for the new \u201cWhat?\u201d and \u201cHow?\u201d.<\/strong> <\/ins><\/p>\n\n\n\n

Looking at the last decade\u2019s Forums, we can see that each 7-S has been well covered in discussions in at least one of them:<\/p>\n\n\n\n

    \n
  • Structure\/Systems: <\/strong>Large organizations with the old efficiency logic are beginning to resemble co-creative ecosystems for a new excellence (Power of Ecosystems, 2019).<\/strong> <\/li>\n\n\n\n
  • Style: <\/strong>\u201cClassic\u201d top-down management is being replaced by leadership (Leadership Everywhere, 2020<\/strong>). Employees are becoming more autonomous, collaborative and entrepreneurial (Entrepreneurial Society<\/strong>, 2016<\/strong>).<\/li>\n\n\n\n
  • Shared Values: <\/strong>We are at a fork in the road, with neo-Taylorism and technological alienation “on speed” to one side and a new humanization (2015, 2021<\/strong>) on the other. Charles Handy proclaimed a human revolution in 2017 (Growth & Inclusive Prosperity)<\/strong>, which is still largely awaiting implementation (by us?).<\/li>\n\n\n\n
  • Strategy<\/strong>: The old dehumanizing economic logic of efficiency and scale will be replaced by a new, innovation orientation; unsustainable greed will give way to broad long-term value creation (Performance that Matters, 2022, Creative Resilience, 2023<\/strong>).<\/li>\n\n\n\n
  • Skill\/Staff: <\/strong>Many skills are losing relevance to analytical AI; managing<\/strong> the human dimension <\/strong>and the human imperative (2018, 2021) are becoming relatively more important<\/strong> in the skill shift towards a new customer focus and innovation orientation as a newly weighted human competence.<\/li>\n<\/ul>\n\n\n\n

    2024 will draw together the individual topics of the past decade. It will begin to paint the big picture of Next Management and that of 2010\u2019s \u201cthe Next Society\u201d. <\/strong>This brings us full circle. 10 years of the Drucker Forum also confirm the salience of Straub\u2019s seven propositions. The Next Management promises to be a strongly positive development. <\/p>\n\n\n\n

    P(AI)ns and g(AI)ns of change<\/strong><\/p>\n\n\n\n

    But the transformation will not be painless, since change won\u2019t be “linear” and many elements will be disrupted. AI will bring us not only fascinating <\/ins>neural chips and text and image generators, but also the p(AI)ns and g(AI)ns of organizatio<\/ins>nal<\/ins> <\/ins>change. <\/p>\n\n\n\n

    HR leaders in particular <\/ins>will be called on to step up to deal with them. These pAIns and gAIns were therefore <\/ins>discussed at the Drucker Forum CHRO roundtable in March this year. If AI-empowered employees cause traditional management to lose status, not every manager will be pleased \u2013 just as not every employee will automatically become more autonomous, co-creative or entrepreneurial. The skill shift likewise has its threatening side for those who remain outside it. These are just a few examples of the pain that HR people will face in the oncoming “Great Transformation”. Of course, they will be offset by important opportunities to reemphasize the human. But these do not fall from the sky \u2013 they will also require human-centered support. If the understanding of data and AI \/ AI becomes more important and a better understanding of the transformation of markets and customers more relevant, HR itself must change, too. Just \u201cdoing things with people” is not enough. <\/p>\n\n\n\n

    From \u201cNext\u201d to \u201cBeyond\u201d management<\/strong><\/p>\n\n\n\n

    But is “Next” really the last word, considering some of the disruptive changes that lie ahead,<\/ins> and that Richard Straub has already mentioned<\/ins>? Or should we be thinking “Beyond” management as we now know it, to envisage companies that are even more radically customer- and ecosystem-oriented, agile and digital than we want them to be now?<\/p>\n\n\n\n

    But where do we find customers, ecosystems and agility in the \u201cNext-S model\u201d<\/strong>? <\/p>\n\n\n\n

    Nowhere, at least the highest conceptual level of the 7 S<\/ins>. <\/p>\n\n\n\n

    Beyond the \u2018Next Management\u2019 model<\/strong>, companies could move to a new \u2018Beyond Management\u2019<\/strong> model and radically abandon the patterns of old management practice.<\/p>\n\n\n\n

      \n
    • WHY\/WHY US: (Stakeholder) Purposes beyond Profit <\/strong><\/ins> <\/ins> <\/ins><\/ins><\/li>\n<\/ul>\n\n\n\n
        \n
      • FOR WHOM: (Job to be done) Personas beyond Customers  <\/strong><\/ins><\/ins><\/li>\n<\/ul>\n\n\n\n
          \n
        • WITH WHOM: (Ecosystem) Partners beyond the Company<\/strong><\/ins><\/ins><\/strong><\/li>\n<\/ul>\n\n\n\n
            \n
          • WHAT: (Value)<\/strong> Propositions beyond Customer needs<\/strong><\/ins><\/ins><\/li>\n<\/ul>\n\n\n\n
              \n
            • HOW: (Co-creation) Practices beyond Work Division (and old Management)<\/strong><\/ins><\/ins><\/li>\n<\/ul>\n\n\n\n
                \n
              • WHERE: (Co-creation) Platforms beyond linear Processes<\/strong> <\/ins><\/ins><\/li>\n<\/ul>\n\n\n\n
                  \n
                • WHEN: (Next\/Beyond) Prototypes beyond Perfection<\/strong><\/ins><\/li>\n<\/ul>\n\n\n\n

                  In the end, this is just strategic design re-thinking for the big new picture of an economy of co-creative ecosystems based on intelligent platforms, where everyone is both customer and partner in the ecosystem\u2019 and fluid structures eliminate old rigidity in space and time. But that will happen at another time. Perhaps beginning on November 14 and 15 in Vienna. <\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  About the author:<\/strong><\/p>\n\n\n\n

                  Dr Winfried Felser<\/em><\/strong> is an entrepreneur, future designer and author. As a management consultant and co-founder and deputy head of a Fraunhofer application centre, he has worked on transformation through the network economy and digitalisation. Today, he is the initiator and managing director of NetSkill Solutions GmbH.<\/ins><\/p>\n","protected":false},"excerpt":{"rendered":"

                  As every year, the international management community will meet in Vienna at the Drucker Forum in November to debate the urgent issues of our time. This time, however, the event feels more like a bracket round Drucker Forum topics of recent years \u2013 “ecosystems”, “leadership” and “the human dimension”, for example.
                  \nAll of them can be grouped under the common label of the \u201cNext Management\u201d. A management “next” has long been a necessity, if not a “beyond” that may be more appropriate for multi-disruption – more on that later. In any case, whether continuing linearly or disruptively shaken, management as we know it is creaking under pressure from drivers including technology (AI), new business logics (platform economy, ecosystems) or from a VUCA world that is becoming brittle, anxious, non-linear, and incomprehensible \u2013 BANI. This is the \u201cwhy?\u201d of change.[\u2026]<\/a><\/p>\n","protected":false},"author":3,"featured_media":4786,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_seopress_robots_primary_cat":"none","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":""},"categories":[347],"tags":[348,275],"_links":{"self":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4779"}],"collection":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/comments?post=4779"}],"version-history":[{"count":3,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4779\/revisions"}],"predecessor-version":[{"id":4792,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/posts\/4779\/revisions\/4792"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/media\/4786"}],"wp:attachment":[{"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/media?parent=4779"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/categories?post=4779"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.druckerforum.org\/blog\/wp-json\/wp\/v2\/tags?post=4779"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}