>> MIM Speaks
MANAGING IN A CHANGING WORLD
JAN 31, 1999 -
THE STAR
RECENT developments, particularly in Asia, have altered our
view of the dynamics of change. The baht crisis of July
1,1997, reverberated throughout the Asian region, causing
currency devaluations in Indonesia, Korea, Malaysia, the
Philippines, Singapore and elsewhere, and triggering a decline
in the equity markets of the region.
The aftermath is the suddenness, depth and reach of the
economic downturn, characterized by the failure of financial
institutions, corporate collapses, bankruptcies, IMF
intervention, rising interest rates, inflation and
unemployment and the spread of social and political unrest.
Overnight, euphoria turned to panic and all corporate
projections were nullified by the abrupt change of
assumptions.
What is the management lesson that can be drawn from change
turbulence and uncertainty?
Modern management, which began with Frederick Taylor in 1897,
examined management in the context of a stable world
characterised by predictability and a measure of certainty.
Managing such a world was relatively easy and the traditional
style of command through a pyramidal structure was
sufficiently effective to produce results. The focus was on
structure and systems in the expectation that each member of
the organization will be able to contribute to its purpose
through a clearly-defined scope of work.
The organization created was based on division of labour in
accordance with increasingly narrowing specialization of work.
To reap economies of scale, organisations tended to increase
in size and work processes moved through increasingly
complicated assemblyline type operations.
In a rapidly changing world with demands for short cycle
times, short product lives, fast-changing tastes and consumer
customization as the norm, management has to respond faster to
the market in order to be competitive.
The behemoth organisation of stable times simply cannot
respond fast enough and produce products and services at
competitive costs.
For the last decade of the 20th century, the management call
has been for downsizing, decentralising, transforming the
organisation from pyramids to clusters and, generally,
flattening it so that the chain of command is drastically
reduced. Much of the impact has been on removing mid-level
management.
The drive towards global competitiveness is a continuing
challenge for management. Rigid structures and systems are
giving way to empowerment through multi-skilling as the labour
force becomes more literate, knowledgeable and assertive.
The job of management has moved from one of getting work done
through others to one of developing people through work.
There is now enough accumulated data to suggest that the
future will see a stronger momentum towards global
accessibility, more level playing fields, higher consumer
expectations and a more demanding workforce. The task of
management is to recognise emerging trends, reengineer to
exploit their potential and put into action strategic and
tactical plans to realise the new opportunities.
Emerging scenario
It has been noted that the rate of change over the last 50
years outstripped all the- change that had taken place before.
Much of the change is related to technological development,
but it is also attributed to economic, social and
organisational movements.
Technological: The most dramatic change is in information
technology (IT) brought about by the convergence of separate
technologies of computing, communication and entertainment.
The result is a digital world that has connected the globe
through the Internet, Intranets and Extranets, with e-mail as
the communication medium and e-commerce as the new frontier
for marketing products and services.
As technology moves from atoms to bits, from terrestrial space
to cyberspace and from hardware to software, tomorrow's world
will shrink even more in space and time.
The outpouring of information unrestricted and uncensored,
Pill create an information-based world, in which an outcome
for management will be the challenge of man- aging
knowledge-driven work.
Other developments in technology will be in the field of
mechanisation and automation, in particular miniaturisation
and robotisation. Recording and transmitting devices will be
more compact, smaller and lighter; communication gadgets will
be multi-functional; robots will mimic the functions of humans
with incredible performance. They will serve Man and can,
indeed, contribute to higher productivity and work output.
Economic: Much has been written about the borderless economy
as markets are globalised and companies trade across national
boundaries.
As trade barriers are reduced in preparation for the World
Trade Organisation, the term "competitiveness" takes on a new
meaning with corporate performance being measured by
international benchmarks.
In the absence of local protection, a company not measuring up
to international standards of performance will lose out.
The current Asian economic crisis illustrates just how
interconnected the world has become. Because of the global
nature of financial systems, vast currency movements as well
as international investments in equity markets can be
transacted across borders in real time, with an almost
immediate impact on local currencies and stocks and shares.
One economic movement is for nations and companies to seek
higher value output through the shifting of the economic base
of their activities.
Agriculture-based economies will tend to move upwards into
basic manufacturing, then into higher-end technology and
service, and into world-class innovations.
Increasingly, the wealth of nations is not so much measured in
terms of its output of physical goods as by its output of
intellectual property. Some estimates, for example, have
assessed the contribution of intellectual property of the
United States, the world's wealthiest nation, at 30%.
Likewise, Microsoft has been able to amass enormous wealth in
such a short life cycle because of its intellectual prowess
for creating state-of-the-art software and to deliver these
immediately across the globe.
Historically, goods are produced as standardized products with
few variations, all justified by economies of scale. The
assembly line was the manufacturing process that made
standardization possible.
With advancing technology and more discriminating consumer
tastes, the future will see increasing customization of
products and services. It is even conceivable that there will
be companies that can cater to the market of one.
One aspect of economics that will trouble the conscience of
nations and companies is resource scarcity and the need to
preserve our planet. Issues of environmental protection,
control of pollution, deforestation and the overall concern
over global warming as the result of ozone depletion are
attracting strong advocates to maintain and enhance the
national habitat.
Consumer activists, environmental groups and Greenpeace can
exert a strong influence on government and corporate policies.
Social: Changes in technology and in economics have greatly
influenced society. The global village has brought people
closer as time and space become blurred. It would suggest that
a more global social order would replace separate identities.
The closest movement towards a more universal identity is
constituted by the younger generation euphemistically referred
to as Generation X. Born and bred into the new age of instant
communication and global entertainment, fast food and branded
products, the young of today are beginning to speak a
universal language, think alike and behave in common,
imitative ways.
Some of the common traits are the emphasis on self, the
individual, as opposed to the collective body, the focus on
more immediate gratification rather than on investment for the
longer term, and materialism as the key success indicator.
As materialism is on the ascendancy, the social bonds that
have made for a cohesive society begin to fracture. Many
societies have borne witness to the erosion of old values to
be replaced by new values and, in some situations, by a
retreat to fundamentalism as a response to the growing tide of
materialism.
Another manifestation of the tension is the increased values
and social diversity that have been produced.
A victim of the social trauma is the breakdown of traditional
institutions of marriage, family, child upbringing and the
three-generation family. Divorce rates are high the size of
families is small, children are looked after by third parties
and old parents are on their own or in old folk's homes.
As a consequence of low birth rates and high life-expectancy,
not only are some countries suffering from a declining
population (e.g. Germany) but, more acutely, an ageing
population (e.g. Japan).
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