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14 May Splintered Nature of Knowledge Work (....deeply splintered...)
Drucker asserts that the management issue that emerges from "knowledge work" is the need to manage a wide variety of specialties.
Does this mean that managers are likely to be responsible for areas where they cannot rely on their technical proficiency (however dated) as a means of establishing credibility and leadership?
We've seen this in sports. The head football coach is aided by a dozen assistant coaches that manage specialists (it seems like each position has a coach dedicated to it.)
How are these specialist integrated to assure outcomes and effectiveness?
Has training recognized the need for specialists? Has training recognized the need for integration?
How do we avoid defaulting to the knowledge of existing people rather than meeting the requirements of the situation. How do we assure that the thinking tools and technologies used by trainers are determined by the business performance outcomes of the "customer" versus how to assemble and deliver content.
How do we integrate the specialists and prepare our "clients" to do so as well?
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