Wednesday 30 April 2008

Management 2.0

Management 2.0 comes up in Gary Hamel’s book, ‘The Future of Management'. Hamel argues that management will evolve to look a lot like web 2.0, and will therefore be more adaptable, innovative and engaging. He lists the key criteria of both web 2.0 and management 2.0 (which I think apply to all real enterprise 2.0 approaches) as:

  • Everyone has a voice

  • The tools of creativity are widely distributed

  • Its easy and cheap to experiment

  • Capability counts for more than credentials and titles

  • Commitment is voluntary

  • Power is granted from below

  • Authority is fluid and contingent on value-added

  • The only hierarchies are "natural" hierarchies

  • Communities are self-defining

  • Individuals are richly empowered with information

  • Just about everything is decentralized

  • Ideas compete on an equal footing

  • It's easy for buyers and sellers to find each other

  • Resources are free to follow opportunities

  • Decisions are peer-based.


  1. So we need "pull" HR not "push" HR?

  2. Here’s my comment: - I don't think we can say that management will look like web 2.0. These are two different concepts, apples and oranges. I'd say that management will be transformed by the new technologies - Web 2.0, Enterprise 2.0 and project management 2.0 tools. These tools suggest new ways of collaborating and doing business and will affect (in fact already are affecting) the way businesses are managed.

    My details

    Name: Daria


  3. Daria,

    Thanks for this - sorry you had difficulty posting and thanks for persevering (via email).

    I think we may be disagreeing over semantics - the point I believe we are both making is the importance of collaboration in both web and management 2.0.

    I certainly like and agree with your perspectices on project management 2.0:

    "I use the term Project management 2.0 to describe an evolution of project management practices inspired by Enterprise 2.0 tools. Traditional project management software implies project manager acting as a proxy in all project related communications, thus reducing productivity of project manager and the rest of the project team. New tools bring collaboration into the planning process, making the team much more productive and changing not only the technology, but process as well.

    Collective intelligence is not the only change agent in this process. Collaboration opens way to another successful practice, inherited from Enterprise 2.0 – emerging structures. Together these powerful principles determine key differences between Project Management 2.0 and traditional project management"

    I'd also recommend other readers to take a look at Daria's blog:


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