the new hr
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1NT8tPl
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A lot of diligent planning goes into managerial innovations that create value for<br />
multiple stakeholders.<br />
Nicolas Arnaud and Thibaut Bardon, Audencia Nantes<br />
School of Management<br />
speed<br />
learning<br />
Capsule<br />
The six<br />
commandments<br />
Liberation management, holacracy,<br />
lean management, self-managing<br />
teams, and communities of<br />
practice—innovation at any<br />
cost seems to be one of <strong>the</strong> <strong>new</strong><br />
mantras of business. What is <strong>new</strong><br />
is often considered to be best<br />
simply because it has not been done before, and can<br />
allow a firm to steal a march on its competition.<br />
For <strong>the</strong> past two decades, we have observed a<br />
counterproductive craze for what appears to be<br />
management fashion ra<strong>the</strong>r than carefully thoughtout<br />
managerial innovations. However, managers<br />
would be well-advised to temper <strong>the</strong>ir taste for<br />
<strong>the</strong> <strong>new</strong> with <strong>the</strong> need to keep in mind <strong>the</strong> human<br />
aspect of <strong>the</strong>se changes. In this way, management<br />
innovations should become vectors of meaning that<br />
I NDIAN MANAGEMENT NOVEMBER 2015 81
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