????第三波：新的管理模式

????我相信，下一波IT革命將顛覆傳統的管理模式，也就是企業用來規劃發展、確定優先秩序、分配資源、協調關系、衡量績效、招聘人才和明確獎懲的機制及流程。事實上，拖大多數公司后腿的最大因素并不是僵化的供應鏈，也不是低效的商業模式，而是那種少數人手握大權、多數人無權可用的管理模式。這種傳統的管理模式更注重的是效率而不是其他目標，更注重的是下級服從上級而不是其他美德。它削弱了企業的適應能力、創新能力和激勵能力，而這些能力對企業來說將變得越來越重要。

????自從摩西帶領以色列人出埃及以來，大規范人際協調的基本架構基本上就沒怎么變過。如果你問問一名谷歌的工程師、一位瑞士信貸（Credit Suisse）的品牌經理、一名英國的護士、一位在里約貧民窟服務的牧師、一個上海虹口區看守所的警衛、一個阿聯酋國際航空公司的飛行員，讓他們各自畫一張所在單位的組織結構圖，很可能你會看到他們畫出的都是一個個類似的金字塔結構。

????這種結構可以說是人類最經久不衰的社會結構。等級制度既簡單又可以復制，職權清晰、目標明確、監督嚴格，因此能促進人力的有效聚合。無論是凱撒的軍隊還是亨利?福特的汽車帝國，等級制度都是其基本的管理架構，而且它仍然是這個星球上幾乎所有企業的基本骨架。

????在當代的組織機構中，這種普遍的層級架構被輔以一系列核心管理流程，如戰略規劃、資本預算、財務報告、績效管理、招聘、培訓與發展、產品開發、項目管理、知識管理、風險管理等等。人們給這種軍事化管理結構和行業管理結構的大雜燴起了一個名字——官僚主義。

????100年前，德國社會學家馬克斯?韋伯稱贊官僚主義“在精確性、穩定性、執行紀律的嚴格性和可靠性方面要優于其他（組織）形式”，此言不謬。

????官僚主義在解決問題的效率和規模化上是一個重大的進步。如果你的車庫里停著好幾輛車，每個口袋里都裝著一部數碼設備，又不用花80%的時間種莊稼糊口，你得好好感謝一下那些管理學的先驅者，因為是他們為現代化的工業企業奠定了基礎。

????但是如果你的目標是效率以外的東西，比如適應能力、創新能力或激勵人的潛能等，官僚主義就成了一個幾乎難以逾越的障礙。官僚主義天生具有惰性，還存在人浮于事和機構臃腫的傾向。這是一個問題。因為如今運營效率只是一個入門級要求，雖然必要，但是僅靠它就想在競爭中獲得成功還遠遠不夠。

????在當今的商業世界，顧客的權力就像上帝，各行各業的門檻都在被碾碎，同時守業者的優勢正在飛快消失，而員工們就像老百姓一樣紛紛逃離獨裁體制，因此僅靠效率是遠遠不夠的。

????這就是我們在MIX上發起了“打破官僚主義黑客馬拉松”活動（Busting Bureaucracy Hackathon ）歡迎你加入前衛思考者、管理學實踐者和全球技術高手的隊伍，為后官僚時代的組織構架奠定基石。（財富中文網）

????本文作者是MIX（管理創新交流平臺）的共同創始人，也是《管理學的未來》和《現在什么最重要》的作者，同時也是倫敦商學院的客座教授。

????譯者：樸成奎

????

????Wave 3: New Management Models

????I'm betting that the next IT-enabled revolution will upend old management models -- the structures and processes organizations use to plan, prioritize, allocate, coordinate, measure, hire, and reward. The fact is, the biggest drag on performance in most companies isn't a sclerotic supply chain or an insufficiently webby business model. Rather, it's a management model that empowers the few while disempowering the many; one that favors efficiency over every other business goal and conformity over every other virtue; one that makes organizations less adaptable, innovative, and inspiring than they could be and, increasingly, will need to be.

????The basic architecture of large-scale human coordination hasn't changed much since Moses led the Israelites out of Egypt. Ask an engineer at Google, a branch manager at Credit Suisse, a nurse in Britain's National Health Service, a priest serving the poor in a Rio favela, a guard in Shanghai's Hongkou Detention Center, or an Emirates Airline pilot to draw a picture of their organization, and you'll probably get a rendering of the familiar pyramid.

????In one form or another, this has been one of humanity's most enduring social structures. Formal hierarchy is simple and scalable. Its clear lines of authority, cascading goals, and tight supervision facilitate the efficient aggregation of human effort. It provided the scaffolding for Caesar's army and Henry Ford's automotive empire, and it is still the backbone of just about every enterprise on the planet.

????In contemporary organizations, this universal architecture is complemented by a clutch of key management processes: strategic planning, capital budgeting, financial reporting, performance management, recruitment, training and development, product development, project management, knowledge management, risk management, and so on. There's a name for this mash-up of military command structures and industrial management: bureaucracy.

????A hundred years ago, the German sociologist Max Weber celebrated bureaucracy as being "superior to any other [organizational] form in precision, in stability, in the stringency of its discipline, and in its reliability," and he was right.

????Bureaucracy was a major advance in solving the problem of efficiency at scale. If you have a couple of cars in the garage, a digital device in every pocket, and don't spend 80% of your time growing your own food, you owe a huge debt to those early management pioneers who laid the groundwork for the modern industrial enterprise.

????But when the goal is anything other than efficiency -- when it's adaptability, or innovation, or encouraging human potential -- bureaucracy turns out to be an almost insurmountable impediment. Bureaucracies, by their very nature, are inertial, incremental and uninspiring. That's a problem because today operational efficiency is just the price of entry; a necessary, but far from sufficient, condition for competitive success.

????In a business world where customers are omnipotent, where barriers to entry are crumbling, where incumbent advantages are fleeting, and where employees, like citizens, flee authoritarian regimes, efficiency isn't anywhere near enough.

????That's why we're launching the Busting Bureaucracy Hackathon at the MIX. Join progressive thinkers, management practitioners, and technologists from around the world in laying the groundwork for the post-bureaucratic organization.

????Gary Hamel is the co-founder of the MIX (Management Innovation eXchange) and author of "The Future of Management" and "What Matters Now." He's a visiting professor at London Business School.