The best managers in the future will be those who can adapt their organizations to these realities of Web 2.0 and the young people who develop their lives around it. So says a consultant and former journalist on managing the “Facebook Generation.”

Israel-based Samuel Scott is president of SJS Consulting Worldwide, a business and marketing firm specializing in Web 2.0. Piggy-backing on a March post by WSJ blogger Gary Hamel, Scott adds his own two cents on Hamel’s 12 work-relevant characteristics of online life.

“Successful firms will be those that become less naturally hierarchical and instead comprised more of fluid, collaborative sets of teams across the organizational structure,” writes Scott. “This increased, creative anarchy will annoy and frustrate older managers who are used to a chain-of-command environment, but young people are rapidly moving away from that mindset.”

The 12 ideas Hamel presented are:
1.    All ideas compete on an equal footing.
2.    Contribution counts for more than credentials.
3.    Hierarchies are natural, not prescribed.
4.    Leaders serve rather than preside.
5.    Tasks are chosen, not assigned.
6.    Groups are self-defining and self–organizing.
7.    Resources get attracted, not allocated.
8.    Power comes from sharing information, not hoarding it.
9.    Opinions compound and decisions are peer-reviewed.
10.    Users can veto most policy decisions.
11.    Intrinsic rewards matter most.
12.    Hackers are heroes.

Scott adds an anecdote at the end of his post, which is quite interesting:

“I was talking once with a person who works as a human-resources manager, and she said that employees are frequently classified based on personality. A person who was dependable and did what he was told would be well-suited for a low-level position that accepted and followed orders. A person with an extroverted personality and confident presence might be geared for management. A person who is highly individualistic with a so-called wild-card streak and a propensity for disregarding management would be good at founding a business of his own (in other words, human resources determined that he was not suitable for that conservative company).”

In closing, he said, in a company that adapts to the Internet Age, the third person might be kept at the company, if not even embraced.


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