New data-driven capabilities are breaking down barriers between formerly siloed business units, flattening out management structures and streamlining production processes, prompting many firms to redraw leadership roles and responsibilities, according to information-technology executives, industry analysts and management consultants.
“Companies that transition from a more traditional business model to one built around technology and IT must adopt a management practice that can support this evolution,” says Dave Webb, global chief information officer of Equifax Inc.
They are broadening the use of so-called agile management techniques, known for shorter and more frequent development cycles that make use of customer data.
Rather than issue top-down directives, these managers instead strive to help self-directed teams leverage digitally enabled data sources, collaboration and sharing tools, and tighter feedback loops, to “get things out the door faster,” Mr. Webb says.
Shifting the role of managers who oversee those units away from “dictating how things should be done,” to acting more like coaches who guide collaborative, multi-functional teams to “get the work done” on their own.
New collaboration tools such as Microsoft Teams, Slack or Workplace by Facebook, place a new set of obligations on managers “to be connected and stay in contact.”