Page 47 - Chapter One

Why it is Time Now for The Management Shift 15

Responsibility for the common good – organizations as one of
humankind’s most noble inventions should contribute to the common
good of societies
Focusing on core competencies/Proper executing of business processes –
organizational strategies should be focused on core competencies
Management by balancing a variety of needs and goals – organizations
should be managed by taking into consideration needs of various
stakeholders.
An analysis of Peter Drucker’s key seminal ideas and Management 2.0
principles reveals a substantial overlap, as illustrated in Table 1.2.
Peter Drucker’s visionary thinking is still very applicable for modern
organizations and can form the basis for other new management ideas
emerging in the management literature and practice.

One common thread throughout all relevant seminal and emerging
literature in management is that most authors focus on what organizations
should do to address their challenges, create more value and improve
innovation and engagement. However, research on how to do this in
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practice is rather rare. In order to address this gap, the 6 Box Leadership
Model, which will be examined in detail in Chapters 5 and 6, was developed.

Moving from Newton’s Mechanistic to the Living
Systems Management

From the old to the new management paradigm

A growing number of leading management thinkers and practitioners
are advocating the need for change. In one of his Forbes blogs on a
management paradigm shift, award- winning author Steve Denning

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identifies some of the global thought leaders advocating a management
paradigm shift: Alan W. Brown, John Seely Brown, Rod Collins, Bill George,
Ranjay Gulati, John Hagel, Gary Hamel, Umair Haque, Vlatka Hlupic, John
Mackey, Roger Martin, Lisa Earle McLeod, Vineet Nayar, Franz Roeoesli,
Fred Reichheld, Raj Sisodia and Jeff Sutherland.