官僚体系必死

    但当涉及到扼杀官僚体系的时候，大多数领导者依然在剪裁一些边边角角。他们扁平化了正式的层级结构，但并没有彻底消除它。他们大肆庆贺赋权运动，但并没有放弃自己的特权。他们鼓励员工多提意见，但拒绝采纳“员工自主选择领导”这个建议。他们在企业上下部署了各种协作工具，但并没有给予员工权力，砍掉过时的战略或僵化的流程。换句话说，许多公司都在谴责官僚体系，但其实并没有废黜它。

    为什么呢？首先，像我们所有人一样，他们是“先例的囚徒”。我们大多数人都是在一个模板里刻出来的不同组织内或周围长大的。在这些组织……

    • 大领导任命小领导

    • 官衔越大，权力越大

    • 高级管理人员设定战略

    • 每个人都向老板汇报工作

    • 任务都是上级分配的

    • 给谁行赏，管理人员说了算

    • 薪酬与职位高低高度关联

    • 晋升是衡量成就的尺度

    • 自治权受到严密控制

    这就是大多数学校、宗教组织、政府机构和企业的管理模式。难怪大家很难想象已经有一些公司摆脱了这一切。比如，在先进材料技术的领导者戈尔公司(WL Gore)，员工可以选择他们自己的领导；在全球最大的番茄加工商Morning Star公司，你看不到一丁点正式等级结构的遗迹；中国家电制造商海尔公司(Haier)最近把自己裂变为2,000个高度自治的利润中心；在红帽企业软件公司(Red Hat)，每位员工都可以通过一个开放的创新流程来塑造企业战略。

    我们正在积极研究官僚管理体系的替代性模式，不仅仅是空想，还要把它们创造出来。诚邀您加入MIX公司主办的“打碎管理体系黑客马拉松”(Busting Bureaucracy Hackathon)，让我们一起消除那可恶的管理税吧。（财富中文网）

    本文作者加里•哈默尔是MIX公司（意为“管理创新交流”）的共同创始人，著有《管理的未来》书。他同时还是伦敦商学院的客座教授。

    译者：叶寒

    Yet when it comes to killing bureaucracy, most leaders are still fiddling at the margins. They have flattened the formal hierarchy, but haven't eliminated it. They have celebrated empowerment, but haven't surrendered their own prerogatives. They have encouraged employees to speak up, but have balked at the idea of letting them choose their own leaders. They have deployed collaboration tools across the enterprise, but haven't given staffers the right to hack outdated strategies or sclerotic processes. In other words, many firms have denounced bureaucracy, but they haven't actually dethroned it.

    Why? First, like all of us, they are prisoners of precedent. Most of us grew up in and around organizations that fit a common template, where …

    • Big leaders appointed little leaders

    • Power was a function of position

    • Senior executives set strategy

    • Everyone reported to a boss

    • Tasks were assigned

    • Managers doled out rewards

    • Compensation correlated with rank

    • Promotion was the measure of achievement

    • Autonomy was tightly proscribed.

    This is the management model at most schools, religious organizations, government agencies, and businesses. No wonder it's hard to imagine a company like WL Gore, a leader in advanced materials, where associates choose their own leaders; or Morning Star, the world's largest tomato processor, where you won't find a single vestige of formal hierarchy; or Haier, the Chinese home appliance maker that recently divided itself into 2,000 highly autonomous profit centers; or Red Hat, the enterprise software company where everyone gets to shape strategy through an open innovation process.

    We're actively working not only to imagine alternatives to the bureaucratic management model, but to invent them as well. Join the "Busting Bureaucracy Hackathon" over at the MIX and help us eradicate the management tax.

    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.