July2024People&OrganizationalPerformancePracticeManagingintheeraofgenAIWillmiddlemanagerssurvivethelatestboutofdisruptionanddelayering?Shouldthey?Middlemanagementwasalreadyatoughgig.ThengenerativeAI(genAI)enteredthefray.AyearafterthepublicationoftheirbookPowertotheMiddle:WhyManagersHoldtheKeystotheFutureofWork(HarvardBusinessReviewPress,July2023),McKinseypartnersBryanHancockandEmilyFieldjoinglobaleditorialdirectorLuciaRahillytorevisitwhetherandwhymiddlemanagersmatter,whatleaderscoulddodifferentlytomakemoreofthemanagersontheirteams,andhowgenAIcouldchangemiddlemanagers’jobs—forthebetter.ThisepisodeofMcKinseyTalksTalenthasbeeneditedforclarityandlength.Domanagersstillmatter?LuciaRahilly:OneyearhaspassedsincePowertotheMiddle:WhyManagersHoldtheKeystotheFutureofWorkwaspublished.Remindusofthebook’spremise.EmilyField:Intwowords,managersmatter.Theyholdthekeystothefutureofwork.BryanHancock:Andyetwehaven’tsetthemupforsuccess.Whenyouaskmanagershowtheyspendtheirtime,overhalfisadministrativeorindividual-contributorwork,thingsthataren’tmanagerial.Andwhenyoulookatwho’sthemostburnedout,it’smanagers.LuciaRahilly:Middlemanagersoncehadstatureinanorganization.Theyseemedtomatter;theyhadpurpose.Whatchanged?EmilyField:Beingamanagerhasneverbeeneasy,andit’smorecomplexnowthaneverbefore.Partofthatcamefromtheriseofemailandtheabili...
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