The Manager as a Dying Breed
summary
The talk examines failures of top‑down management using concrete cases: a stranded registration platform (Home of Games) losing executive support, a Siemens site bypassing central IT with an unauthorized DSL line, and a rollout of a transparent ticket system that reduced forgotten requests. It proposes three actionable managerial roles called lead/direct/manage, describes experiments shifting decisions to autonomous teams at XING and Bigpoint, and recommends the book Reinventing Organizations as a practical guide.
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chapters (12)
- 0:00Manager's crisis
- 2:30Manager socialization
- 4:18BigPoint vision gap
- 7:11Siemens IT rules
- 10:00RTT culture shift
- 12:06RTT product gap
- 14:12Drucker to Laloux theories
- 19:38Hierarchy vs self-organization
- 22:07Why keep hierarchies
- 24:11Direct Manage dimensions
- 26:44Manager obsolete
- 28:51Conclusion
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