For him, the old S curve was built on theories developed at a time when attendance, diligence and compliance were all critical requirements to organisational effectiveness.
But in today’s world, it’s passion, pride, zeal and creativity (even love?) which are the main enablers for competitive success. And you don’t develop these attributes through the traditional, command and control practices of the old S curve. Hence we need management 2.0, and HR 2.0, as a completely transformative approach to managing and developing our people and organisations.You can even question whether management is a useful word or concept at all in this new world. Leadership is hardly much more helpful, at least if it’s defined as ‘from the front’, ‘from the top’ etc.
Instead of these approaches we need to create environments in which people are able to do their best work, moving from the hygiene to the motivator axis of the Hertzberg matrix.
We also need to liberate and encourage people so that they want do this best work! I remember an event I did with Sir John Harvey Jones in 1994 where he suggested rebadging HR as ‘People Liberation’ - I wasn’t convinced then but I am now.
Liberation is about creating autonomy, mastery and purpose (and maybe relatedness?) (Back once again to Dan Pink’s Drive which I referenced in my last post); using pull vs push (John Hagel); art vs science and lots of other approaches, or perhaps elements of an approach, which I’ll be writing about here.