Digital technologies are revolutionizing not only the traditional organizational models, but also the traditional management approach, as well as the myth of big. Some considerations for youth.
In a world full of volatility, uncertainty, complexity and ambiguity, the so-called technological unicorns (start-ups that have exceeded $ 1 billion in valuation) have adopted a “post-hierarchical” model. The human resources strategic document presented by Reed Hastings, of CEO at Netflix, is already viral and represents the cornerstone of a new kind of organizational design and management approach from Silicon Valley. The high complexity cannot be managed by standardized processes and rigid policies: for example, at Netflix, each one can assign the holidays autonomously, travel expenses report is not mandatory, bureaucracy and procedures do not exist.
Traditionally, by management we mean to manage and control assets and people. This definition highlights many contradictions with regard to the new cultural models of the new generations. The companies that will not renew and open to change will remain at stake. They will lose the opportunity to recruit talents who will run away from procedures and bureaucracy. Steve Jobs surprised everyone when he said: “It does not make sense to hire smart people and to tell them what to do, we hire smart people so they can tell us what to do.” Creative and innovative job has to be free, not suitable to managerial procedures and control.
All models are skipped: first, there was the confusion, today we talk about resilience, that is the ability to adapt positively to the changing environment, in order to face, manage and convert uncertainty in advantage!
The traditional Directors, Presidents and Top Managers are not quite able to add value, since they limit innovation and stifle creativity in the pursuit of order and rules.
Context knowledge, total vision, lateral thinking and multi-tasking approach (doing different things at the same time) are the real must of a company. The manager has to become a facilitator: managing does not mean assigning tasks and monitoring performance, but rather enhancing and connecting the work of a team to the rest of the company, through the talents’ exploitation.
Lifelong learning is more important than ever: the idea to study, to graduate, to start a job aimed to make a career in the same company has definitely died! The skills change and there is a constant need for updates, on average every five years.
The future of work will never be full-time: by 2030, millennials will have important job positions, with a radically different mind-set, where, for example, there will not be space for the traditional 9-5 work time or a fixed and assigned space in an office. Those who graduate must know how to manage their professional development, they need technical competencies, as well as abilities to build reputation, to manage customer expectations and to negotiate agreements.
Companies organizations will be flat, women and men will be able to achieve their potential regardless of race, ethnicity, religion, country of origin or country of residence. Companies need to change the way they work and operate since the millennial generation will overwhelm them and the next generation will be even more disruptive!