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The New Human Movement.pdf

Michele Zanini
Michele Zanini

This document introduces the New Human Movement, which aims to build organizations that are as capable as the people inside them by vanquishing bureaucracy. Bureaucracy saps initiative, creativity, and treats humans as mere factors of production. The Movement will conduct interviews with leaders to identify challenges to reducing bureaucracy and strategies to accelerate management innovation, such as developing new accounting methods, incentives for employee development, and partnerships between companies and researchers. The goal is to reinvent management for the 21st century challenges around issues like the pandemic, climate change, and technological disruption.

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THE NEW HUMAN MOVEMENT Building Organizations as Capable as the People Inside Them
Daring, Resilient, Passionate THE NEW HUMAN MOVEMENT 1 Managementthe structures, methods and tools we use to organize collective e鍖ortis one of human- kinds most important social technologies. It is management, as much as science, that sets the outer boundaries on what we can accomplish as a species. As human beings, we face a daunting array of challengesincluding a global pandemic, climate change, income inequality, political polarization, racial injustice, declining productivity growth, environmental degradation, and the job-destroying e鍖ects of automation. To address these challenges we need organizations that are daring, resilient and passion-鍖lled. Unfortunately, when confronted by new challenges, (like Covid), our organizations often prove to be timid, inertial and unimaginative.
These disabilities are the product of bureaucracy, with its authoritarian power structures, rule-choked process, and endless politicking. As a 19th-cen- tury technology, bureaucracy is poorly suited to the challenges of the 21st century, yet it remains the standard operating model for virtually every large-scale institution on the planet. Bureaucracy infantilizes employees, saps initiative, and blunts creativity. It enforces dull conformity, discourages entrepreneurship, and treats human beings as mere factors of production. Consider the evidence: Per Gallup, just 15% of employees around the world are emotionally and intellectually engaged in their work. Only 1 in 5 employees believe their opinions matter at work. Fewer than 1 in 10 have the freedom to experiment with new methods and solutions. According to the US Bureau of Labor Statistics, 70% of all jobs require little or no originality. We can, and must do better. THE NEW HUMAN MOVEMENT 2 Bound by Bureaucracy
THE NEW HUMAN MOVEMENT 3 Thats why were launching the NEW HUMAN MOVEMENTa global e鍖ort aimed at vanquishing bureaucracy and building organizations that are as intrepid, inventive and inspiring as the people inside them. In doing so, we take inspiration from a small band of progressive organizations that have been pioneering new, human-centric management models. Among the trailblazers are Haier, the Chinese appliance maker, Nucor, Americas biggest steelmaker, and Buurtzorg, the Dutch home-health provider.Their extraor- dinary performance is the product of breakthrough management innova- tionof boldly unconventional structures and systems designed to maximize contri- bution rather than compliance. The experience of the management vanguard, as well as growing body of academic research, make a powerful case for ridding our organizations of bureaus- clerosisand getting management onto a new S-curve.The economic, social and competitive bene鍖ts would include: Reducing the costs of bureaucratic dragestimated to be more than $10 trillion per year across the OECD. Increasing economic dynamism by unleashing the spirit of entrepreneur- ship within every organization, both public and private. Imbuing organizations with an evolu- tionary advantage that allows them to out-run change. Turning millions of dead-end jobs into get ahead jobs by giving every employee the chance to learn, create and grow. The New Human Movement 1 For a summary of the evidence supporting the need for a radical management innovation, see Humanocracy, Harvard Business Review Press, 2020.
The 鍖rst step in launching the NEW HUMAN MOVEMENT is to identify a nucleus of pro-change individuals with the vision, passion and expertise to play a cata- lytic role in reinventing management for a new age. To that end, the Management Lab plans to conduct 50-100 interviews with CEOs, thought leaders, business school deans, activist investors, policy makers and other in鍖uencers.The interviews will focus on four questions: What are the primary challenges in uninstalling bureaucracy and building more capable and human-centric organizations? How could these challenges be surmounted? Where, exactly, would you start? What commitments would you be willing to make to help drive progress? THE NEW HUMAN MOVEMENT 4 Getting Started
THE NEW HUMAN MOVEMENT 5 Getting Started (continued) Through these interviews, the goal is to generate a portfolio of high-impact strate- gies for accelerating the pace of manage- ment innovation across the globe. Such strategies might include: Developing new management accounting methods to quantify the cost of inertia, incrementalism, and disengagement in organizations. Encouraging corporate disclosure on keypost-bureaucraticindicatorssuch as the degree employee autonomy, pro鍖t sharing, number of management layers, size of central functions, etc. Creating tax and other incentives for organizations to invest in upgrading the business literacy and problem-solving skills of frontline employees. Designing abig scienceinitiative that brings hundreds of management researchers together around the problem of reinventing management (through research, 鍖eld experiments, and the di鍖usion of new practices). Building a managementGit Hubwhere innovators could share their manage- menthacksradical yet practical experiments for changing traditional organizational practices and systems Creating a consortium of progressive companies that are willing to partner with researchers and serve as laborato- ries for management innovation. Launching a series of globalhack- athonsaimed at reinventing key elements of the management model, such as planning, resource allocation and performance management. Developing and testing a suite of generic change tools that can help traditional organizations make the jump to post-bureaucratic management practices.

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The New Human Movement.pdf

  • 1. THE NEW HUMAN MOVEMENT Building Organizations as Capable as the People Inside Them
  • 2. Daring, Resilient, Passionate THE NEW HUMAN MOVEMENT 1 Managementthe structures, methods and tools we use to organize collective e鍖ortis one of human- kinds most important social technologies. It is management, as much as science, that sets the outer boundaries on what we can accomplish as a species. As human beings, we face a daunting array of challengesincluding a global pandemic, climate change, income inequality, political polarization, racial injustice, declining productivity growth, environmental degradation, and the job-destroying e鍖ects of automation. To address these challenges we need organizations that are daring, resilient and passion-鍖lled. Unfortunately, when confronted by new challenges, (like Covid), our organizations often prove to be timid, inertial and unimaginative.
  • 3. These disabilities are the product of bureaucracy, with its authoritarian power structures, rule-choked process, and endless politicking. As a 19th-cen- tury technology, bureaucracy is poorly suited to the challenges of the 21st century, yet it remains the standard operating model for virtually every large-scale institution on the planet. Bureaucracy infantilizes employees, saps initiative, and blunts creativity. It enforces dull conformity, discourages entrepreneurship, and treats human beings as mere factors of production. Consider the evidence: Per Gallup, just 15% of employees around the world are emotionally and intellectually engaged in their work. Only 1 in 5 employees believe their opinions matter at work. Fewer than 1 in 10 have the freedom to experiment with new methods and solutions. According to the US Bureau of Labor Statistics, 70% of all jobs require little or no originality. We can, and must do better. THE NEW HUMAN MOVEMENT 2 Bound by Bureaucracy
  • 4. THE NEW HUMAN MOVEMENT 3 Thats why were launching the NEW HUMAN MOVEMENTa global e鍖ort aimed at vanquishing bureaucracy and building organizations that are as intrepid, inventive and inspiring as the people inside them. In doing so, we take inspiration from a small band of progressive organizations that have been pioneering new, human-centric management models. Among the trailblazers are Haier, the Chinese appliance maker, Nucor, Americas biggest steelmaker, and Buurtzorg, the Dutch home-health provider.Their extraor- dinary performance is the product of breakthrough management innova- tionof boldly unconventional structures and systems designed to maximize contri- bution rather than compliance. The experience of the management vanguard, as well as growing body of academic research, make a powerful case for ridding our organizations of bureaus- clerosisand getting management onto a new S-curve.The economic, social and competitive bene鍖ts would include: Reducing the costs of bureaucratic dragestimated to be more than $10 trillion per year across the OECD. Increasing economic dynamism by unleashing the spirit of entrepreneur- ship within every organization, both public and private. Imbuing organizations with an evolu- tionary advantage that allows them to out-run change. Turning millions of dead-end jobs into get ahead jobs by giving every employee the chance to learn, create and grow. The New Human Movement 1 For a summary of the evidence supporting the need for a radical management innovation, see Humanocracy, Harvard Business Review Press, 2020.
  • 5. The 鍖rst step in launching the NEW HUMAN MOVEMENT is to identify a nucleus of pro-change individuals with the vision, passion and expertise to play a cata- lytic role in reinventing management for a new age. To that end, the Management Lab plans to conduct 50-100 interviews with CEOs, thought leaders, business school deans, activist investors, policy makers and other in鍖uencers.The interviews will focus on four questions: What are the primary challenges in uninstalling bureaucracy and building more capable and human-centric organizations? How could these challenges be surmounted? Where, exactly, would you start? What commitments would you be willing to make to help drive progress? THE NEW HUMAN MOVEMENT 4 Getting Started
  • 6. THE NEW HUMAN MOVEMENT 5 Getting Started (continued) Through these interviews, the goal is to generate a portfolio of high-impact strate- gies for accelerating the pace of manage- ment innovation across the globe. Such strategies might include: Developing new management accounting methods to quantify the cost of inertia, incrementalism, and disengagement in organizations. Encouraging corporate disclosure on keypost-bureaucraticindicatorssuch as the degree employee autonomy, pro鍖t sharing, number of management layers, size of central functions, etc. Creating tax and other incentives for organizations to invest in upgrading the business literacy and problem-solving skills of frontline employees. Designing abig scienceinitiative that brings hundreds of management researchers together around the problem of reinventing management (through research, 鍖eld experiments, and the di鍖usion of new practices). Building a managementGit Hubwhere innovators could share their manage- menthacksradical yet practical experiments for changing traditional organizational practices and systems Creating a consortium of progressive companies that are willing to partner with researchers and serve as laborato- ries for management innovation. Launching a series of globalhack- athonsaimed at reinventing key elements of the management model, such as planning, resource allocation and performance management. Developing and testing a suite of generic change tools that can help traditional organizations make the jump to post-bureaucratic management practices.