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Managers Can't Do It All
內容大綱
In recent decades sweeping reengineering, digitization, and agile initiatives--and lately the move to remote work--have dramatically transformed the job of managers. Change has come along three dimensions: power, skills, and structure. Managers now have to think about making their teams successful, rather than being served by them; coach performance, not oversee tasks; and lead in rapidly changing, more-fluid environments. These shifts have piled more responsibilities onto managers and required them to demonstrate new capabilities. Research shows that most managers are struggling to keep up. A crisis is looming, say Gherson, a former corporate chief human resources officer, and Gratton, a London Business School professor. Some organizations, however, are heading it off by reimagining the role of managers. This article looks at three--Standard Chartered, IBM, and Telstra--that have helped managers develop new skills, rewired systems and processes to support their work better, and even radically redefined managerial responsibilities to meet the new priorities of the era.