Business, markets and society have changed. But by and large, the principles of management, the methods and concepts of leadership and performance management have not. Rigid sales quotas, fixed performance targets, "pay for performance" and micro-management from the top are still widely established standards.
There is no lack of criticism of these traditional methods – both in practice and in the business literature. One thing is clear: we need a new understanding of motivation, performance, and responsibility. What is this new understanding going to look like?
New thinking instead of new tools
The problems companies face today can't be solved using the thinking and the processes that created them in the first place. A more productive approach is to define what the 'right' things are, and thus to examine root of the problem, rather than just treat the symptoms. To take this road, we need to put into question and possibly overcome an entire set of existing convictions.
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