????然而，大多數(shù)CEO和CIO依然停留在舊的管理范式之中；本應(yīng)該大修時(shí)，他們卻在那里微調(diào)，本應(yīng)該變革時(shí)，他們卻在那里發(fā)微博。走進(jìn)美國(guó)一家最年輕、發(fā)展最快的IT公司，大家會(huì)發(fā)現(xiàn)一個(gè)令人沮喪的事實(shí)：它已經(jīng)擁有600位副總裁。正如此前幾乎所有的初創(chuàng)企業(yè)一樣，官僚體系的觸角已經(jīng)慢慢包圍了這家年輕的公司。管理者和一線員工的比例正在上升。決策周期越來(lái)越長(zhǎng)。管理小組不斷擴(kuò)大，正在積聚更多的權(quán)力。規(guī)則正在激增。一切活動(dòng)都需要獲得法務(wù)部門的首肯。我們都知道這部大戲的結(jié)局。這家公司最終將成為一家仍然有些競(jìng)爭(zhēng)力，但不那么舉足輕重的企業(yè)。種種機(jī)遇被揮霍一空，利潤(rùn)縮水，人才外流，留下的員工基本上都過(guò)著當(dāng)一天和尚撞一天鐘的日子。

????大公司出了名的思路狹窄、行動(dòng)遲緩，而且它們確實(shí)當(dāng)之無(wú)愧。但問(wèn)題不在于公司規(guī)模的大小，而在于官僚結(jié)構(gòu)和與其相伴的管理流程。

????另一方面，互聯(lián)網(wǎng)已經(jīng)證明，一家組織不一定非得集權(quán)化才能強(qiáng)大，它完全可以龐大但不官僚，高效但不呆板，紀(jì)律嚴(yán)明但不剝奪權(quán)力。

????互聯(lián)網(wǎng)以一種10年前很少有人能夠想象的方式釋放了人類的能力。它是人類能力的倍增器。官僚體系不是。在官僚體系下，我們可以完成一些非凡的事情，比如制造20納米計(jì)算機(jī)芯片，但它揮霍了人類太多的才能。

????官僚體系尤為看重的是服從、勤奮和專業(yè)知識(shí)，主動(dòng)性、創(chuàng)新和激情卻不那么受待見(jiàn)，但在今天的創(chuàng)意經(jīng)濟(jì)中，這些能力恰恰是最重要的成功因素。難怪理查德?佛羅里達(dá)會(huì)在他的著作《創(chuàng)意階層的崛起》(The Rise of the Creative Class)中這樣寫道：“在這個(gè)新興的時(shí)代，最緊要的問(wèn)題是創(chuàng)造力與組織之間的緊張關(guān)系。”

????人是一種適應(yīng)能力非常強(qiáng)、富有創(chuàng)造力、充滿激情的動(dòng)物，但大多數(shù)組織并不是這樣。拜官僚主義盛行的管理模式所賜，許多組織的能力已經(jīng)趕不上為它效力的員工了。這是當(dāng)務(wù)之急，同時(shí)也是機(jī)會(huì)：通過(guò)創(chuàng)造一種適合人發(fā)展的組織，來(lái)創(chuàng)造一種順應(yīng)未來(lái)趨勢(shì)的組織。

????如果你相信信息技術(shù)的變革力量，你就必須面對(duì)一個(gè)事實(shí)：贏得未來(lái)的管理實(shí)踐和流程與此前一代的官僚體系有著天壤之別，二者的差異之大就像 Skype之于“普通的老式電話”，亞馬遜(Amazon)之于單排商業(yè)區(qū)，Twitter之于明信片。一旦你接受了這個(gè)事實(shí)，你就必須發(fā)揮自己所有的想象力，用全部的熱情去迎接打造一個(gè)“后官僚體系組織”這一挑戰(zhàn)。

????這就是我們跟一大群進(jìn)步思想家、實(shí)踐者和技術(shù)專家正在“打碎管理體系黑客馬拉松”(Busting Bureaucracy Hackathon)做的事情。快來(lái)加入我們的行列吧。。（財(cái)富中文網(wǎng)）

????本文作者加里?哈默爾是MIX公司（意為“管理創(chuàng)新交流”）的共同創(chuàng)始人，著有《管理的未來(lái)》一書。他同時(shí)還是倫敦商學(xué)院的客座教授

????譯者：葉寒

????And yet, most CEOs and CIOs are stuck inside the old paradigm; they're tweaking when they should be overhauling and tweeting when they should be transforming. It's disheartening to go inside one of America's youngest and fastest growing IT companies and discover that it already has 600 vice presidents. As with virtually every other startup that preceded it, the tentacles of bureaucracy have slowly encircled this young company. The ratio of managers to first-line associates is going up. Decision cycles are growing longer. Staff groups are growing and accumulating more power. Rules are proliferating. And legal has to sign off on everything.We know how this movie ends. It ends with a company that is still competent but just not very relevant. Opportunities have been squandered, margins have shrunk, the best brains have left, and those who are left are mostly going through the motions.

????Big companies have a well-deserved reputation for being blinkered and ponderous. The problem, though, is not size but rather the bureaucratic structures and processes that come with it.

????The web, on the other hand, has demonstrated that an organization doesn't have to be centralized to be robust, that it can be large but not bureaucratic, efficient but not inflexible, disciplined but not disempowering.

????The web has unleashed human capacity in ways that few of us could have imagined a decade ago. It's a multiplier of human capability. Bureaucracy isn't. It allows us to do some extraordinary things -- like manufacturing 20-nanometer computer chips -- but it squanders human talent.

????In a bureaucracy, obedience, diligence and expertise are valued. Initiative, innovation and passion? Not so much. It's precisely these latter capabilities that are most essential to success in today's creative economy. No wonder, Richard Florida, in his book, The Rise of the Creative Class, observed that "the biggest issue at stake in this emerging age is the tension between creativity and organization."

????Human beings are resilient, inventive, and passionate, but our organizations mostly aren't. Our bureaucracy-infused management models have left us with organizations that are less capable than the people who work within them. Therein lies the imperative and the opportunity: creating organizations that are fit for the future, by creating organizations that are fit for human beings.

????If you believe in the transformational power of IT, you have to face the fact that tomorrow's winning management practices and processes will be as different from their bureaucratic predecessors as Skype is from "plain old telephone service," as Amazon is from a strip mall, as Twitter is from a postcard. And once you've accepted this truth, you'll have to bring all of your imagination and all of your heart to the challenge of building a "post-bureaucratic organization."

????That's what we've been doing with a community of progressive thinkers, practitioners, and technologists in the "Busting Bureaucracy Hackathon." Join us.

????Gary Hamel is the co-founder of the MIX (Management Innovation eXchange) and author of "The Future of Management" and "What Matters Now." He's a visiting professor at London Business School.