![]() Without building the core competencies that allow those practices to work, all you’ve got is something that sounds good on paper.Ĭonsider the difficulties researchers find in replicating lab experiments. It’s part of the reason why you can’t just copy another company’s management practices (even Google’s) and simply sit back and wait for success. These hurdles are hard to overcome - because of them, even basic management fundamentals are hard to implement. Taking steps like standardizing the way interviews are conducted, for example, may be perceived as excessive bureaucracy by some employees even if they are beneficial to the organization as a whole. Organizational politics - but more generally a lack of trust within the organization to adopt new processes.A lack of the skills needed to adopt those better processes.A lack of awareness that better processes may be needed.We found many reasons for weak adoption of basic things like target setting and talent management, but some of the most prominent ones include: My coauthors and I explore this in detail as part of a study of how well 12,000 firms in 34 countries performed 18 core management practices. That’s because as basic and unsurprising as some of these practices may look, they are really hard to do well on a consistent basis. Why would Google release its management processes? I see three reasons.įirst, the company has nothing to lose by doing it. Turns out a lot of its management tools focus on some pretty basic stuff, like how to run meetings, have conversations, and set goals. And it also follows Google’s many years of work in people analytics.īut, in fact, there is something surprising in the details of what Google revealed. Management tools may not seem that different. It might not feel that surprising - after all, Google has created plenty of free tools for the world to use, from internet search to email. Google has opened its trove of management processes to one and all, for free. Companies still have to do the hard work of addressing the essential ways their management practices function. It’s part of the reason you can’t just copy another company’s management practices (even Google’s) and simply sit back and wait for success. ![]() Reasons for that include a lack of awareness that better processes are needed, a lack of the skills needed to do those processes, and organizational politics.īasic management fundamentals are hard to implement. But in fact, there is something surprising in the details of what they revealed: Their management tools focus on some pretty basic stuff like how to run meetings, have conversations, and set goals. As basic and unsurprising as some of these practices may look, they are really hard to do well on a consistent basis. And it also follows Google’s many years of work in people analytics. It might not feel that surprising – after all, Google has created plenty of other free tools for the world to use. Google has opened its trove of management processes to one and all, for free.
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