In the fast-moving consumer space, this type of team only happens when people are pulled out of the traditional hierarchical management structure.
They have a shared identity but not necessarily shared or hierarchical management.
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They are at odds with the basic values of traditional management: hierarchical bureaucracy and maximizing shareholder value.
The issue is not as difficult as it looks, once we step outside the mental blinders of traditional management and hierarchical bureaucracy.
Success in this new world of manufacturing will require a radically different kind of management from the hierarchical bureaucracy focused on shareholder value that is now prevalent.
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The world had not yet seen the full development of Agile management as an alternative to hierarchical bureaucracy that could combine disciplined execution with continuous innovation.
The use of social media within companies could be quite disruptive to traditional management techniques, particularly in strongly hierarchical firms.
Success in this new world of manufacturing will require management that is radically different from the hierarchical bureaucracy focused on efficiency and shareholder value that is now prevalent in large firms like GE.
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But when push comes to shove, they are likely to be set aside and the firm will revert to the dominant paradigm of management: managers controlling individuals within a framework of hierarchical bureaucracy.
With that I believe the role of leaders is changing to a less hierarchical style in a way that their job is mostly about orchestrating a management team rather than retaining leadership to him as an individual.
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