Does management innovation need a new change model?. Issue 2 (16th March 2015)

• Record Type: Journal Article
• Authors: Denning, Stephen
• Is Part Of: Strategy and leadership. Volume 43:Issue 2(2015)
• Page Start: 33
• Page End: 40
• Publication Date: 2015-03-16
• Subjects: Radical management -- Agile practices -- Alternative management practices -- Anti-hierarchical management -- Creative economy metrics -- Stakeholder value; Industrial management -- Periodicals; Strategic planning -- Periodicals; 658.4012
• DOI: 10.1108/SL-01-2015-0005
• Languages: English
• ISSNs: 1087-8572

Abstract

Abstract : Purpose: – Believing that the goal of maximizing shareholder value as reflected in the stock price and the management methods of hierarchical bureaucracy combine to cripple the capacity of the firm to innovate, the author offers a new management model. Design/methodology/approach: – Assuming that the goal of the change process is to foster continuous innovation of products and processes to serve customer needs, the author lays out a roadmap for leaders seeking to move beyond maximizing shareholder value and re-engineering bureaucracy. Findings: – Any new management model should align with the concept that the best way to serve shareholders' interests is to deliver value to customers. Practical implications: – Practices like self-organizing teams, platforms, networks and ecosystems enhance and magnify the value of what employees themselves want to do. Instead of hierarchical management having an adversarial relationship with employees, managers can have a collaborative trusting relationship where institutional and personal goals coincide. Originality/value: – The article offers leaders a rationale for instituting a combination of managerial, social and political approaches, with change platforms that are allied to an inspiring social and political change movement.