Since the invention of management over a century ago, management has become detached from both the day to day operation of the organisation and from delivering value to the customers who pay for it.
Conventional wisdom is that managers set targets and then create systems to monitor, measure and control the execution of these targets. These systems include budgets, performance management, incentives and appraisals, which are used to exercise control and ensure that targets are met.
Simple, obvious and wrong!
We need a change in management thinking.
The briefing papers below, hopefully, provide thought provoking examples on how we might begin to make that change.
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