ManageWithoutThem

Austrian economics is a school of economic thought that focuses on the individual and their actions as the driving force behind economic behavior. This approach stands in contrast to other schools of economic thought, such as Keynesian economics, which focus on the aggregate behavior of the economy.

One key concept in Austrian economics is the idea of subjective value. This means that the value of a good or service is determined by the individual and their subjective preferences, rather than being determined by objective measures such as cost or market demand. This concept is at the heart of the Austrian approach to economics, and it has implications for management as well.

In terms of management, the Austrian approach emphasizes the importance of individual incentives and the role they play in decision making. For example, a manager who understands the concept of subjective value may be more likely to offer employees incentives that are tailored to their individual preferences, rather than using a one-size-fits-all approach. This can lead to more motivated and engaged employees, who are more likely to be productive and contribute to the overall success of the organization.

Another key concept in Austrian economics is the idea of entrepreneurship. This refers to the process of taking risks and making decisions in order to create value in the economy. Entrepreneurs are seen as the driving force behind innovation and economic growth, and they are crucial to the Austrian understanding of how the economy works.

In terms of management, the emphasis on entrepreneurship means that managers should be encouraged to take risks and make bold decisions in order to drive innovation and growth within their organizations. This approach can lead to a more dynamic and adaptable organization, which is better equipped to respond to changes in the market and to seize opportunities as they arise.

Overall, the Austrian approach to economics and management emphasizes the importance of individual incentives and entrepreneurship, and it offers a unique perspective on how the economy and organizations operate. By understanding and applying these concepts, managers can be better equipped to make decisions that drive innovation, growth, and success within their organizations.

I’d forgotten about these posters originally from 1999 until I just overhead somebody say “The Document is Not the Process”.

There are:

• The Document is Not The Project
• Plan with Models, Manage with Markets (repeat)
• I’m sorry, is my work interfering with your management (again)?
• It’s easier to manage 10 people than it is to be managed by 10 people
• Management is the process of deciding which decisions don’t need to be made by consensus
• The 7 Steps to Successful IT Transformation

Download them here

“Is it time to retire the title of manager?”

https://www.strategy-business.com/blog/Is-it-time-to-retire-the-title-of-manager?gko=e5846

I find it amusing that Digital folks can simultaneously pronounce that digital is a complete change in mindset that impacts the entire organisation, while also being upset when people outside the digital department start doing digital without them.

“They are doing it wrong! They don’t get it!”

Maybe. But maybe not.

You can’t use dramatic socio-technical trends to justify your approach but then claim that nobody else is evolving. Where do you think trends come from? Or where they are directed.

“Oh this is just the inevitability digital backlash. We predicted that.”

Yes, didn’t we all.

Once everybody “gets” digital who will we say doesn’t get it? Maybe the ageing digital folks?