a guide to HBR

Moon Shots for Management

Feb. 2009

What great challenges must we tackle to reinvent management and make it

more relevant to a volatile world?

Gary Hamel(gh@managementlab.org) is a visiting professor of strategic and international management at London Business
School and the director of The Management Lab, a Silicon Valley-based nonprofit research organization that focuses on
management innovation. Hamel’s latest book(with Bill Breen) is The Future of Management ( Harvard Business Press, 2007)

© 2009 by Chung, Chang Kwon

권고드립니다.
본 자료는 HBR의 내용을 재 구성한 것이기 때문에 혹시 의미전달상 왜곡이 있을 수 있습니
다. 온전한 이해를 위해 본문을 읽어보시길 권고 드립니다.
▣ 영어원문 : http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/index.jsp
▣ 번역자료 : 동아일보 DBR (주간지)

HBR 학습의 Tip!

HBR은 현상에 대한 문제점을 도출하고 이에 대한 대안을 제시하면서 다양한 Framework을
제공합니다. 이러한 패턴은 모든 HBR 아티클에서 공히 나타납니다.
전세계적인 석학들이, 검증된 데이터를 토대로 제시한 내용을 접하는 것은 즐거운 경험이
될 것입니다.

우리가 직면하고 있는 기업현실에 이러한 Framework를 적용해 봤을 때에 우리가 생각지 못

했던 점들을 발견할 수 있을 것이고, 해당 주제에 대해 성찰할 수 있게 만들어 준다는 점이
HBR 학습의 가장 큰 매력이라고 생각합니다.

- 정창권 Dream
현, 휴넷 이사,
서울대 사범대, 헬싱키경제경영대학원(MBA) 아시아나항공

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©2009 by C. K. Chung
 ★ Role of Management(before)
• Efficiency
• Scale

★ Solution : Bureaucracy ★ Basic Principles

• Hierarchical structure • Standardization
• Cascading goals • Specialization
• Precise role definition • Hierarchy
• Elaborate rules & procedures • Control
• Primacy of shareholders interests

★ Codifying best practice

★ “Has anybody else done this?”

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©2009 by C. K. Chung
 Moon Shot

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©2009 by C. K. Chung
 Eric Abrahamson, Kevin Kelly, J. Leighton Read, Alloy Ventures
Columbia Business School Wired and Seriosit, Incorporated
Chris Argyris, Terri Kelly, Keith Sawyer,
Harvard University W.L.Gore & Associates Washinton University in St. Louis
Joanna Barsh, Ed Lawler, Peter Senge, Society for
Mckinsey&Company USC’s Marshall School of Business Organizational Learning and MIT
Julian Birkinshaw, John Mackey, Rajendra Sisodia,
London Business School Whole Foods Market Bentley University
Tim Brown, Tom Malone, Tom Stewart,
IDEO MIT’s Sloan School of Management Booz & Company
Lowell Bryan, Marissa Mayer, James Surowiecki,
Mckinsey&Company Google Author of The Wisdom of Crowds
Bhaskar Chakravorti, Andrew McAfee Hal Varian,
Harvard University Harvard University University of California, Berkeley
Yves Doz, Lenny Mendonca, Steven Weber,
Insead McKinsey & Company University of California, Berkeley
Alex Ehrlich, Henry Mintzberg, David Wolfe,
UBS McGill University Wolfe Resources Group
Gary Hamel, Vineet Nayar, Shoshana Zuboff,
The Management Lab HCL Technologies Harvard University(retired)
Linda Hill, Feffrey Pfeffer, Steve Jurvetson,
Seventh Generation Stanford University Draper Fisher Jurvetson
Jeffrey Hollender, C.K. Prahalad, University of
Draper Fisher Jurvetson Michigan’s Ross School of Business

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©2009 by C. K. Chung
1. Ensure that the work of management serves a higher purpose.

Socially Significant and Noble goals

Wealth maximization ≠ emotional catalyst
What if people question the legitimacy of corporate power?

2. Fully embed the ideas of community and citizenship in management systems.

Highly Collaborative Systems

Interdependent world
Ethos of community and citizenship

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©2009 by C. K. Chung
3. Reconstruct management’s philosophical foundations.

Adaptable, Innovative,
Operationally excellent
Inspiring, Socially responsible

Anthropology Biology Design Political Science

Urban planning Theology

4. Eliminate the pathologies of formal hierarchy.

“Natural Hierarchy”
1. Not by position, but by contribution
2. Power flows rapidly toward those who are adding values
3. Many hierarchies by expertise

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©2009 by C. K. Chung
5. Reduce fear and increase trust.

High-trust, Low-fear culture

1. Information is widely shared.
2. Contentious opinions are freely expressed.
3. Risk taking is encouraged.

“Mistrust demoralizes and fear paralyzes.”

6. Reinvent the means of control

Employee creativity
High compliance Discipline vs. Innovation Entrepreneurship
Trade off Engagement

“Self-Discipline”
1. More peer review & less top-down supervision
2. More shared value and aspiration & less rules and strictures

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©2009 by C. K. Chung
7. Redefine the work of leadership.

Not A Leader But Leaders

Management 1.0 Management 2.0
• Grand visionaries • Every employee has the
• All-wise decision makers chance to collaborate, innovate,
• Ironfisted disciplinarians and excel.

8. Expand and exploit diversity.

★ The essential ingredients of strategic renewal

A rich variety of ideas, options, and experiments

Diversity Conformance
Disagreement Consensus
Divergence Cohesion
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©2009 by C. K. Chung
9. Reinvent strategy making as a emergent process.

Biological principles
Variety ; generating lots of options
Selection ; using low-cost experiments to rapidly test critical assumption
Retention; pouring resource into the strategies that are gaining the most
traction in the marketplace

10. Destructure and disaggregate the organization.

More adaptable
• Smaller unit
• Fluid, project-based structures
• Rigid unit boundaries
• Functional silos
• Political fiefdoms

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11. Dramatically reduce the pull of the past.

Exposure Subtle preference of continuity over change

Examine • Planning process ; out-of-date views of customers and competitors
Budgeting ; difficult for speculative ideas to get funding
Excise
•
• Incentive systems ; larger rewards for care-taker managers
• Measurement systems ; understate the new strategic options
• Recruitment process ; overvalue analytical skill , undervalue conceptual skill

12. Share the work of setting direction.

Participatory process
• Too complex for senior executives to set direction
• Wholehearted commitment to proactive change
• Criteria : Foresight & Insight ← Power & Position

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13. Develop holistic performance measures.

New growth platforms

Customer-driven innovation

Short-term profit target

14. Stretch executive time frames and perspectives.

Long-term stakeholder value

• New compensation system
• New incentive system

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15. Create a democracy of information.

Best-informed individuals ⇒Resilience

• Those on the front line must be informed and empowered.
• Information transparency
ü Data to act intelligently
ü Freedom to act quickly

16. Empower the renegades and disarm the reactionaries.

Renegade
Employees who
• have most of their emotional equity invested in the future
• Have the least to lose from change

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17. Expand the scope of employee autonomy.

Facilitate what?
• Local experimentation
• Bottom-up initiatives
Rigid policy guidelines
Tight spending limits
A lack of self-directed time

18. Create internal markets for ideas, talents, and resources.

Market-based systeme like the NYSE

Better in the long run than big organization
• Not by political factors
• Not by the top

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19. Depoliticize decision making.

Collective wisdom
from rank-and-file employee

Top-level decision making is

from executive hubris, unstated biases,
and incomplete data.

20. Better optimize trade-offs.

Healthy competition ★ Key : frontline employees

Trade-offs
• Short-term earnings vs. long-term growth
• Competition vs. collaboration
• Structure vs. emergence
• Discipline vs. freedom
• Individual vs. team success
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©2009 by C. K. Chung
21. Future unleash human imagination.

Think Better
• Equip people with innovation tools
• Allow them to set aside time for thinking
• Destigmatize failure
• Create opportunities for serendipitous learning

22. Enable communities of passion.

Higher calling within their work lives

• Connecting with similar passion holder
• Better aligning organization’s objectives with the natural interest of its people

©2009 by C. K. Chung
23. Retool management for an open world.

Value-creating networks and forms

• Leader has to energize and enlarge the community rather than manage it.

24. Humanize the language and practice of business.

Soul-stirring ideals
honor, truth, love, justice, beauty
Management 1.0
efficiency, advantage, profit
value, superiority
focus, differentiation

©2009 by C. K. Chung
25. Retrain managerial minds.

2.0 Training program 1.0 Training program

• Double-loop(reflective) learning • Left-brain thinking
• System-based thinking • Deductive reasoning
• Creative problem solving • Analytical problem solving
• Value-driven thinking • Solution engineering

©2009 by C. K. Chung
 추천합니다.

Open world의 단편을 창조적 사고로 무장했으면 현장에서 창조와 혁신을 위한 생산적 사고의 길
여실히 보여주고 있습니다. 어떻게 해야 하는지에 대한
거스를 수 없는 환경변화에 대한 성찰을 줄 수 있는 책입니다. 성공을 원하는 리더와
성찰을 줄 수 있는 책입니다. 일상에서 깨어나고 싶은 사람들에게

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©2009 by C. K. Chung