Manage Processes. Lead People.

Redefining Management: Navigating Convergence & Change

"Be more creative!" or "Fix bugs faster" just doesn't cut it anymore. Yet, we've all seen this management style. What we call the “command & control” style is rooted in a classic model introduced by French businessman Henri Fayol in the early 1900s. Its 5 main management functions included planning, organising, commanding, coordinating, and controlling. While Fayol’s approach to management might have been relevant in the early days of the industrial revolution – and some of its principles still endure - the modern workplace demands a shift.

Technology innovation is increasingly characterised by convergence and exponential change. Work no longer follows a strict top-down hierarchy; instead, innovation projects often involve complex cross-departmental processes. As they focus on shaping agile processes, managers frame the environment in which people work and create the conditions for people to achieve technological breakthroughs.

What if we rethink the manager's role? Should it evolve into a leader's role? In today's landscape, organisations require both sets of skills for success: the ability to execute in the present and also, to innovate for the future. It's not about effectiveness versus efficiency or strategy versus tactics; it's about embracing both. Leadership aligns people behind a vision of the future. Today’s managers don’t issue commands; instead, they play a crucial role in shaping and running agile processes, creating the right environment for people to achieve technological breakthroughs.

In a tech-driven world, how do you embrace change - as a manager or a leader?