????第三波：新的管理模式

????我相信，下一波IT革命將顛覆傳統(tǒng)的管理模式，也就是企業(yè)用來規(guī)劃發(fā)展、確定優(yōu)先秩序、分配資源、協(xié)調(diào)關(guān)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(shù)公司后腿的最大因素并不是僵化的供應(yīng)鏈，也不是低效的商業(yè)模式，而是那種少數(shù)人手握大權(quán)、多數(shù)人無權(quán)可用的管理模式。這種傳統(tǒng)的管理模式更注重的是效率而不是其他目標(biāo)，更注重的是下級服從上級而不是其他美德。它削弱了企業(yè)的適應(yīng)能力、創(chuàng)新能力和激勵能力，而這些能力對企業(yè)來說將變得越來越重要。

????自從摩西帶領(lǐng)以色列人出埃及以來，大規(guī)范人際協(xié)調(diào)的基本架構(gòu)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(jīng)理、一名英國的護士、一位在里約貧民窟服務(wù)的牧師、一個上海虹口區(qū)看守所的警衛(wèi)、一個阿聯(lián)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(jié)構(gòu)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(jié)構(gòu)。

????這種結(jié)構(gòu)可以說是人類最經(jīng)久不衰的社會結(jié)構(gòu)。等級制度既簡單又可以復(fù)制，職權(quán)清晰、目標(biāo)明確、監(jiān)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(gòu)，而且它仍然是這個星球上幾乎所有企業(yè)的基本骨架。

????在當(dāng)代的組織機構(gòu)中，這種普遍的層級架構(gòu)被輔以一系列核心管理流程，如戰(zhàn)略規(guī)劃、資本預(yù)算、財務(wù)報告、績效管理、招聘、培訓(xùn)與發(fā)展、產(chǎn)品開發(fā)、項目管理、知識管理、風(fēng)險管理等等。人們給這種軍事化管理結(jié)構(gòu)和行業(yè)管理結(jié)構(gòu)的大雜燴起了一個名字——官僚主義。

????100年前，德國社會學(xué)家馬克斯?韋伯稱贊官僚主義“在精確性、穩(wěn)定性、執(zhí)行紀律的嚴格性和可靠性方面要優(yōu)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(guī)?；鲜且粋€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(shù)碼設(shè)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(xué)的先驅(qū)者，因為是他們?yōu)楝F(xiàn)代化的工業(yè)企業(yè)奠定了基礎(chǔ)。

????但是如果你的目標(biāo)是效率以外的東西，比如適應(yīng)能力、創(chuàng)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(gòu)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(dāng)今的商業(yè)世界，顧客的權(quán)力就像上帝，各行各業(yè)的門檻都在被碾碎，同時守業(yè)者的優(yōu)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(fā)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(wèi)思考者、管理學(xué)實踐者和全球技術(shù)高手的隊伍，為后官僚時代的組織構(gòu)架奠定基石。（財富中文網(wǎng)）

????本文作者是MIX（管理創(chuàng)新交流平臺）的共同創(chuàng)始人，也是《管理學(xué)的未來》和《現(xiàn)在什么最重要》的作者，同時也是倫敦商學(xué)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.