Earlier this month, I spoke at the Human Resources Directors Conference in the United Kingdom. At the conference, I shared some material excerpted from my forthcoming book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen, about how easy it is for executives to get trapped into an old way of thinking—and the new type of leadership model that is required in today’s highly transient advantage contexts.
For years I’ve sat on the opposing side of hierarchy. That rigid concept in which orders are barked down from above and complied to from below has robbed our corporations, governments, and social institutions of freedom. Many of the management thought-leaders we, at Outthinker, admire argue the same. Gary Hamel, for example, wrote “The real damper on employee engagement is the soggy, cold blanket of centralized authority.”