Managers Can’t Do It All
In recent decades sweeping reengineering, digitization, and agile initiatives—and lately the move to remote work—have dramatically transformed the role of managers.
In her latest article for Harvard Business Review, co-authored by former CHRO of IBM, Diane Gherson, Prof. Lynda Gratton discusses the changing role of managers and how to support them to ensure that people get the leadership they need in this new world of work.
The article looks at organisations that have helped managers develop new skills, rewired systems and processes, and even redefined managerial responsibilities to meet the new priorities of the era.