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Does management innovation need a new change model?

Stephen Denning (Steve Denning Consulting, Washington, DC, USA)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 16 March 2015

Abstract

Purpose

Believing that the goal of maximizing shareholder value as reflected in the stock price and the management methods of hierarchical bureaucracy combine to cripple the capacity of the firm to innovate, the author offers a new management model.

Design/methodology/approach

Assuming that the goal of the change process is to foster continuous innovation of products and processes to serve customer needs, the author lays out a roadmap for leaders seeking to move beyond maximizing shareholder value and re-engineering bureaucracy.

Findings

Any new management model should align with the concept that the best way to serve shareholders’ interests is to deliver value to customers.

Practical implications

Practices like self-organizing teams, platforms, networks and ecosystems enhance and magnify the value of what employees themselves want to do. Instead of hierarchical management having an adversarial relationship with employees, managers can have a collaborative trusting relationship where institutional and personal goals coincide.

Originality/value

The article offers leaders a rationale for instituting a combination of managerial, social and political approaches, with change platforms that are allied to an inspiring social and political change movement.

Keywords

Citation

Denning, S. (2015), "Does management innovation need a new change model?", Strategy & Leadership, Vol. 43 No. 2, pp. 33-40. https://doi.org/10.1108/SL-01-2015-0005

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited