For nearly a century, management science assigned managers four functions: deciding, organizing, motivating and controlling. Much of the manager's work involved collecting and processing data and using it to make decisions. This work has now largely been marginalized by modern software. In hyperreality, the leader is the architect of an organization's ecosystem, with the following key areas:
Long-term organizational strategies based on competitive advantage can no longer be built. The complexity of the business environment and disruptive innovations are destabilizing business models. Organizations need to completely remodel their priorities, their methods, their working habits. For long-term survival and growth, organizations need to embed mechanisms that constantly undermine long-term plans. Continual adaptation is key.
In terms of strategy, the main premises of Hyperreality are:
To maintain market position, it is not enough to seek market advantage through scaling and adaptability to market needs. Experience shows that an organization cannot react effectively to mistakes by force and operational scale alone. This often only amplifies ineffectiveness. We are often educated and trained for circumstances completely different than those that arise. The only path to success in Hyperreality is to be found in a team's highly flexible approach to reaching a destination. The effective organization blurs the boundaries between itself and its environment by building an ecosystem with a clearly defined goal and implementing an outstanding communication system.
The central premises of Hyperreality are:
Automation began with manual robotics (production and logistics). Today it is reaching into almost all aspects of private and professional life. Hyperreality involves a dynamic technological leap into the automation of other such areas as information collection and analysis, and office, marketing and sales processes. Hyperreality automation is implemented as and when it becomes economically viable.
Best practices in Hyperreality automation are:
Organizations who plan to grow in Hyperreality must master a formula for using all the talents of their employees, including generation-specific specializations. For many organizations, inter-generational differences reduce efficiency and create internal problems. However, inter-generational diversity allows additional, previously unavailable sources of market advantage to be obtained.
To take full advantage of having different generations in the workplace, you should: