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Navigable Slide Index

1. Introduction
2. Purpose of talk
3. The failure of Lehman Brothers
4. The failure of General Motors
5. LB vs. GM - 2 contrasting management models
6. The concept of management
7. The corruption of the "management" concept (1)
8. The corruption of the "management" concept (2)
9. Managers vs. leaders
10. The reinvention of management
11. Long history of management innovation
12. The balanced scorecard case
13. The process of management innovation
14. The future of management
15. The reason for lack in management innovation
16. Management as a conscious set of choices
17. A framework for rethinking management
18. Managing objectives
19. The alignment concept in organizations
20. Alignment versus obliquity
21. Obliquity pays off
22. Managing individual motivation
23. Extrinsic and intrinsic motivation
24. Why do some people work longer hours? (1)
25. Why do some people work longer hours? (2)
26. Managing across: activities
27. Bureaucracy versus emergence
28. Eliminate unnecessary activities
29. Use “peer pressure” rather than formal rules
30. Managing down: decisions
31. Hierarchy versus collective wisdom
32. Exploiting collective wisdom at Best Buy
33. The management model
34. Key points on developing a management model

Topics Covered

• Why the financial crisis was a failure of management
• How management has been corrupted
• Why management needs reinventing
• Defining a company's Management Model
• Bureaucracy versus emergence
• Hierarchy versus collective wisdom
• Extrinsic versus intrinsic motivation
• Alignment versus obliquity
• How companies make smarter choices

Links

Series:

• The Origins and Development of Management

Categories:

• Management, Leadership & Organisation

Bite-size Case Studies:

• Lehman Brothers & General Motors: contrasting models of failure
• Best Buy: collective wisdom in decision making

Talk Citation

Publication History

• Published on September 29, 2010