??? 如果你一輩子都在積聚、玩弄官僚權力，而且一直根據自己在公司的晉升階梯上攀登了多少級，在你手下工作的人數有多少，獲得的油水有多大，掌握的職權有多廣來校準自己的職業發展進程，那么你或許不太敢設想一個領導者需要向被領導者匯報工作的世界。

????當權者通常都不愿意放棄權力。圍繞IT“消費化”展開的辯論就是一個很好的例子。員工攜帶個人設備和應用程序來上班的確會引發令人煩惱的安全性和支持問題。但令人不安的是，許多CIO(首席信息官)似乎把“自帶設備上班”(BYOD)這個理念看成一個惱人的技術問題，而不是一個向員工進一步賦權的契機。沒錯，安全性和開放性這兩個概念經常會產生分歧，但需要重新考慮的正是這種假想的權衡取舍。不是把自己視為強制執行者，相反，IT高管和經理們需要把自己視為推動者。

????在網絡的推動下，議價能力已經從生產者驟然轉換至消費者手中。接下來，權力也同樣會以戲劇性且不可逆轉的態勢從機構轉移到個人手中。“自帶設備”僅僅是個開始。如果你的組織打算吸引、聘用全世界最有創意的人才，你就必須想一想如何促進“設定自己的目標”(SYOG)、“設計自己的工作”(DYOJ)、“挑選自己的同事”(PYOC)、“核批自己的費用”(AYOE)或“選擇自己的老板”(CYOB)這些理念了。

????更籠統地講，你應該問自己，“如果我拿出進一步優化運營模式或商業模式的決心來重塑公司的管理模式，我可以為組織創造什么樣的價值？如果我的團隊充分利用大數據、云服務、移動技術和社交網絡的革命潛力來摧毀正式的等級制度，同時賦權于每位員工和團隊成員，會發生什么事情？我應該從哪里著手？”

????不可避免的是，越來越多的管理和領導工作——確定重點，制定戰略，評估表現，分配工作和論功行賞——將被分配到組織的邊緣。每家公司最終都將發現（一些公司已經發現），沒有管理者的管理是完全有可能實現的。

????如果你覺得這似乎有點想入非非，那么就請看看互聯網上風起云涌的社交革命吧。事實證明，互聯網是一種近乎理想的社交實驗媒介。網絡催生的社交技術清單已經給人留下了非常深刻的印象（眾包、社交圖譜、微博、社交標簽、輿論市場、混搭、同伴評定、眾籌和社交策展），幾乎每天都會涌現出一種全新的社交支持技術。

????與此同時，大多數CIO和CEO依然將這些技術視為一種更密切聯系客戶的手段（比如，在社交媒體上挖掘景氣數據），或者作為一種提高內部溝通效率的方式（部署Chatter和Jive這類社交平臺）。在這兩種情況下，社交技術都被視為用來強化、鞏固現有營銷手法或溝通渠道的“附件”，很少有高管能夠認識到這些技術的真正用途，也就是一種全面而徹底地替代集權化結構和僵化流程的管理模式的基本構件。

????我們很容易迷失在社交網絡，但退后一步，就會發現一些清晰的模式：用戶正在發號施令。選擇和自由正在不斷擴大。社區正在增殖。個人正在追隨自己的激情。邊界正在消失。隱藏的人才正在被發現。

????If you've spent a lifetime accumulating and wielding bureaucratic power, and if you've calibrated your career progress by the steps you've taken up the corporate ladder, or by the number of people who work for you, or the perks you've been awarded, or the scope of your authority, then envisioning a world in which leaders report to the led may be a bit daunting.

????People with power are often reluctant to give it up. Take the debate over the "consumerization" of IT as a case in point. Granted, vexing security and support issues arise when employees bring their personal devices and apps to work. Nevertheless, it's troubling that many CIOs seem to regard the idea of Bring Your Own Device (BYOD) as an annoying technical problem rather than as an opportunity to amplify employee empowerment. Yes, the notions of security and openness are often at odds, but it's precisely this kind of assumed trade-off that needs to be reconsidered. Rather than regarding themselves as enforcers, IT execs and managers need to view themselves as enablers.

????The web has delivered a dramatic shift in bargaining power from producers to consumers. What's coming next is an equally dramatic and irreversible shift in power from institutions to individuals. BYOD is just the beginning. If your organization is going to attract and engage the most creative individuals in the world, then you have to think about how you might help facilitate SYOG—Set Your Own Goals, DYOJ—Design Your Own Job, PYOC—Pick Your Own Colleagues, AYOE—Approve Your Own Expenses, or CYOB—Chose Your Own Boss.

????More generally, you should ask yourself, "What sort of value could I create for my organization if I were as committed to reinventing my firm's management model as I am to further optimizing the operating model or the business model? What would happen if my team fully exploited the revolutionary potential of big data, cloud services, mobile technology, and the social web to dismantle formal hierarchy and empower every associate and team member? And where would I start?"

????Inevitably, more and more of the work of managing and leading -- the work of setting priorities, devising strategy, reviewing performance, divvying up work and allocating rewards -- is going to be distributed to the edges of the organization. Every firm will discover, as some already have, that it's quite possible to manage without managers.

????If this seems like a fantasy to you, look at the social revolution that's been gathering pace on the web. The Internet has proven to be an almost ideal medium for social experimentation. The list of web-spawned social technologies is already impressive (crowdsourcing, social graphs, microblogging, tagging, opinion markets, mash-ups, peer ratings, peer production, crowdfunding, social curation), and new, socially enabled technologies are emerging almost daily.

????At the same time, most CIOs and CEOs still look at these technologies either as a means for connecting more intimately with customers (by, for example, mining sentiment data from social media) or as a way to increase the efficiency of internal communication (by deploying social platforms like Chatter and Jive). In both cases, social technologies are seen as "bolt-ons" -- either to existing marketing practices or communication channels. Rarely are they seen for what they are -- the building blocks of a comprehensive and radical alternative to centralized management structures and rigid management processes.

????It's easy to get lost in the social web, but when you step back, there are some clear patterns: Users are calling the shots. Choice and freedom are expanding. Communities are proliferating. Individuals are following their passions. Boundaries are disappearing. Hidden talents are being discovered.