As I observed over five years ago as AI was just entering the customer experience and employee experience scene, another significant digital transformation issue is the lack of balance between people and technology: https://customerthink.com/digital-transformation-isnt-either-or-in-reality-its-and/. This has only gotten worse over time.
Reaylly enjoyed the "Octopus Organization" - it's in line with great books like "Humanocracy" or great transformations like Bayer's. Yet, when the evidence is so clear, why do not more companies embrace this?
I worked in higher ed for years and the hiring of outside consultants was constant. I'm not sure you can get a faster way to lower morale than hiring outside consultants and then moving forward with whatever initiative you were going to do anyway by using them to justify it. And then there's also ignoring what they actually say and moving forward anyway.
The old "take my watch to tell me what time it is" problem of consultants. Who wouldn't be needed if executives actually listened to employees.
Or, as you note, the even worse example: consultants brought into to justify (or take the fall for) something leadership wants to do and knows will land badly.
Brian, what you lay out about the manager layer becoming heavy - to me, it's analogous to thinking mandating people return to the office is the solution. Both share a common key aspect - alignment on outcomes and consequences when those are not met, true accountability. Most organizations ignore investing in creating truly impactful managers, even those that invest heavily in leadership development. And as you point out, most get promoted due to technical skills and are not necessarily great people managers. I see that constantly, especially in the tech space. AI is only making this issue bigger when people need to justify not getting laid off.
As I observed over five years ago as AI was just entering the customer experience and employee experience scene, another significant digital transformation issue is the lack of balance between people and technology: https://customerthink.com/digital-transformation-isnt-either-or-in-reality-its-and/. This has only gotten worse over time.
Reaylly enjoyed the "Octopus Organization" - it's in line with great books like "Humanocracy" or great transformations like Bayer's. Yet, when the evidence is so clear, why do not more companies embrace this?
I worked in higher ed for years and the hiring of outside consultants was constant. I'm not sure you can get a faster way to lower morale than hiring outside consultants and then moving forward with whatever initiative you were going to do anyway by using them to justify it. And then there's also ignoring what they actually say and moving forward anyway.
The old "take my watch to tell me what time it is" problem of consultants. Who wouldn't be needed if executives actually listened to employees.
Or, as you note, the even worse example: consultants brought into to justify (or take the fall for) something leadership wants to do and knows will land badly.
That's exactly it.
Brian, what you lay out about the manager layer becoming heavy - to me, it's analogous to thinking mandating people return to the office is the solution. Both share a common key aspect - alignment on outcomes and consequences when those are not met, true accountability. Most organizations ignore investing in creating truly impactful managers, even those that invest heavily in leadership development. And as you point out, most get promoted due to technical skills and are not necessarily great people managers. I see that constantly, especially in the tech space. AI is only making this issue bigger when people need to justify not getting laid off.