One always has to be careful when using the word “never,” but I can say with confidence that our clients never initiate an Internet strategy without considering how they will manage the groups of people who will be affected by the initiative, particularly the team developing the plan and the users of the sites.
Given the wealth of information about the role people play in developing the Internet—notably usability studies and the detailed metrics generated by all sites—everyone understands the need to factor the human element into their Web strategy. Likewise, books like The HR Scorecard: Linking People, Strategy and Performance have ensured that very few organizations undertake any critical strategic process without incorporating people into the equation.
But while all organizations think about managing groups, the Internet is increasing the need to think about managing individuals. Organizations must be aware that a single customer can spark a raging customer service firestorm with one well-written blog. They must also challenge and engage each knowledge worker, who works on a computer linking her to the addictive wonders of the Internet or, even worse, job search sites.
Whenever we talk about individuals, of course, we have to start with ourselves, which Peter Drucker did when he wrote his excellent article on managing oneself. In it, he puts the Internet into humbling context for those of us who make our living by singing its praises.
“In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time—literally—substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.”
After frightening us in the opening lines, Drucker offers reassurance by providing insights into how to become prepared for the challenge. And interestingly, one piece of advice forms a strong backbone for initiating an Internet strategy, because it describes how to combine both the effective management of human resources with the opportunity to challenge smart people with the phenomenal appeal of Internet technology.
“Effective organizations put people in jobs in which they can do the most good,” writes Drucker. “They place people—and allow people to place themselves—according to their strengths. The historic shift to self-management offers organizations four ways to best develop and motivate knowledge workers:
- Know people’s strengths.
- Place them where they can make the greatest contributions.
- Treat them as associates.
- Expose them to challenges.”
Like most great business advice, this is simple to say and hard to do. But we can only hope that after receiving this counsel, organizations never initiate an Internet strategy without considering how they will manage the groups of people who will be affected by the initiative, but also understanding how best to follow Drucker’s four tips for developing and motivating knowledge workers when creating the plan.
