Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Does management innovation need a new change model?

Does management innovation need a new change model? 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Does management innovation need a new change model?

Denning, Stephen
Strategy & Leadership , Volume 43 (2): 8 – Mar 16, 2015
Download PDF
8 pages

Loading next page...
 
/lp/emerald-publishing/does-management-innovation-need-a-new-change-model-2Lzl10IU9E
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1087-8572
DOI
10.1108/SL-01-2015-0005
Publisher site
See Article on Publisher Site

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.

Journal

Strategy & Leadership – Emerald Publishing

Published: Mar 16, 2015

There are no references for this article.