From Hierarchy to Wirearchy

Executive MBA Course at Athabasca University **

** This course is available to your organization or association, and can be adapted to your context. Contact me to learn more ... jon.husband AT gmail.com


The infrastructure of the workplace now consists of large integrated information systems intertwined with Internet-based applications and extensive social networks of customers, employees and other stakeholders.

Managing effectively in this context has swiftly transitioned from delegation and supervision of tasks to guiding and coordinating context, objectives and focused energy.

This course will help leaders and managers work effectively in these conditions. It will clarify the scope and impact of these new forces, and help participants work effectively with an interconnected eco-system of strategy, people and information technology.


Course Objectives:

This two or three-day seminar invites participants to:

- examine emerging trends in the world of work, and its implications for management

- assess the emergent work and organization implications of their own experience against the four organizing principles and associated best practices

- develop a competency model for the wired manager, and

- prepare themselves, by assessing personal competency against this model and develop a personal learning plan.



The course will build a framework of effectiveness by addressing:

- a blend of theory and interactive exercises, using a co-creative process to survey the "intelligence in the room", collect examples of what's already working and not working, stories, metaphors,

- what the wired world of work looks and feels like for managers - it will examine context, applications and the implications for managing effectively,

- current and emerging conditions - it will bring participants up to speed on what's already out there, and provide an informed perspective on what's coming next,

- personal readiness - it will provide participants with the opportunity to undergo a personal competency assessment, engage in peer-to-peer coaching to clarify personal capability, and develop a personal learning plan to enhance strengths and identify areas for discovery and growth,

- state-of-the-art best practices (based on the book Work 2.0, and the website "simplerwork.com") - structured around four organizing principles:


1. The Asset Revolution - knowledge workers own the means of (knowledge) value production, and increasingly they know this ? they want to be viewed as investments (human capital), not expendable costs.

2. My Work, My Way - knowledge workers understand that there's too much information coming at them, all the time ? they want to be effective, they don?t want to waste time ? their work needs to be personalized, and tailored to the context at hand.

3. Peer-to-Peer Value - knowledge workers are interconnected, and the impacts of this interconnectedness are growing monthly. These conditions are creating significant interdependencies, and a critical need for collaboration - championing, coordination and channeling of focus and energy. What value is the manager adding?

4. Extreme Leadership - leaders are accountable, along with the knowledge workers - for workers' direction, focus, time and energy. Respect is reciprocal.