Managing a connected company requires a shift in mindset, likened to managing a city rather than a machine. The traditional ‘machine’ approach, involving linear processes and top-down control, is ineffective in the complex, dynamic environment of a connected company. Instead, a city-like structure, characterised by decentralised decision-making and adaptive, emergent behaviour, is more suitable.
The city metaphor highlights the importance of diversity, interaction, and adaptation. In such a model, employees are empowered to make decisions, enabling the company to respond swiftly to changes. This approach also fosters innovation, as employees can experiment and learn from each other.
Management’s role in a connected company is to establish the ‘city’s’ infrastructure, ensuring that interactions are productive and the company’s purpose is clear. They must also monitor the system’s health, addressing issues before they escalate.
Connected companies are more resilient and agile, able to navigate uncertainty and change. They are also more customer-centric, as they can adapt to meet customer needs quickly. Adopting a city-like management approach is a strategic move towards becoming a more connected, adaptable, and innovative company.