Managers can’t do it all

The past decades have brought sweeping changes to engineering, digital and agile initiatives. Not to mention the pandemic that has overhauled the way we work – most of us remotely. This has transformed managerial roles in three dimensions: power, skills, and structure. Managers are tasked with ensuring their teams are successful rather than being served by their teams. They must coach performance and lead in fluctuating environments. These shifts have created more responsibility for managers than ever before and require a demonstration of new capabilities that is difficult to keep pace with. Read this report to learn how large corporations like IBM are helping managers to reinvent their roles for the new world of work. Developing new skills, rewiring systems and processes to support their job better, and redefining responsibilities are some ways managers can keep up. 


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