????但當涉及到扼殺官僚體系的時候,，大多數(shù)領導者依然在剪裁一些邊邊角角。他們扁平化了正式的層級結構,，但并沒有徹底消除它,。他們大肆慶賀賦權運動，但并沒有放棄自己的特權,。他們鼓勵員工多提意見,，但拒絕采納“員工自主選擇領導”這個建議。他們在企業(yè)上下部署了各種協(xié)作工具,，但并沒有給予員工權力,，砍掉過時的戰(zhàn)略或僵化的流程。換句話說,，許多公司都在譴責官僚體系,，但其實并沒有廢黜它。

????為什么呢,？首先,，像我們所有人一樣，他們是“先例的囚徒”,。我們大多數(shù)人都是在一個模板里刻出來的不同組織內或周圍長大的,。在這些組織……

????? 大領導任命小領導

????? 官銜越大，權力越大

????? 高級管理人員設定戰(zhàn)略

????? 每個人都向老板匯報工作

????? 任務都是上級分配的

????? 給誰行賞,，管理人員說了算

????? 薪酬與職位高低高度關聯(lián)

????? 晉升是衡量成就的尺度

????? 自治權受到嚴密控制

????這就是大多數(shù)學校,、宗教組織、政府機構和企業(yè)的管理模式,。難怪大家很難想象已經有一些公司擺脫了這一切,。比如，在先進材料技術的領導者戈爾公司(WL Gore),，員工可以選擇他們自己的領導,；在全球最大的番茄加工商Morning Star公司，你看不到一丁點正式等級結構的遺跡,；中國家電制造商海爾公司(Haier)最近把自己裂變?yōu)?,000個高度自治的利潤中心,；在紅帽企業(yè)軟件公司(Red Hat),，每位員工都可以通過一個開放的創(chuàng)新流程來塑造企業(yè)戰(zhàn)略。

????我們正在積極研究官僚管理體系的替代性模式,，不僅僅是空想,，還要把它們創(chuàng)造出來。誠邀您加入MIX公司主辦的“打碎管理體系黑客馬拉松”(Busting Bureaucracy Hackathon),，讓我們一起消除那可惡的管理稅吧,。（財富中文網）

????本文作者加里?哈默爾是MIX公司（意為“管理創(chuàng)新交流”）的共同創(chuàng)始人，著有《管理的未來》書,。他同時還是倫敦商學院的客座教授,。

????譯者：葉寒

????Yet when it comes to killing bureaucracy, most leaders are still fiddling at the margins. They have flattened the formal hierarchy, but haven't eliminated it. They have celebrated empowerment, but haven't surrendered their own prerogatives. They have encouraged employees to speak up, but have balked at the idea of letting them choose their own leaders. They have deployed collaboration tools across the enterprise, but haven't given staffers the right to hack outdated strategies or sclerotic processes. In other words, many firms have denounced bureaucracy, but they haven't actually dethroned it.

????Why? First, like all of us, they are prisoners of precedent. Most of us grew up in and around organizations that fit a common template, where …

????? Big leaders appointed little leaders

????? Power was a function of position

????? Senior executives set strategy

????? Everyone reported to a boss

????? Tasks were assigned

????? Managers doled out rewards

????? Compensation correlated with rank

????? Promotion was the measure of achievement

????? Autonomy was tightly proscribed.

????This is the management model at most schools, religious organizations, government agencies, and businesses. No wonder it's hard to imagine a company like WL Gore, a leader in advanced materials, where associates choose their own leaders; or Morning Star, the world's largest tomato processor, where you won't find a single vestige of formal hierarchy; or Haier, the Chinese home appliance maker that recently divided itself into 2,000 highly autonomous profit centers; or Red Hat, the enterprise software company where everyone gets to shape strategy through an open innovation process.

????We're actively working not only to imagine alternatives to the bureaucratic management model, but to invent them as well. Join the "Busting Bureaucracy Hackathon" over at the MIX and help us eradicate the management tax.

????Gary Hamel is the co-founder of the MIX (Management Innovation eXchange) and author of The Future of Management and What Matters Now. He's a visiting professor at London Business School.