#389  from Innovative Leader Volume 8, Number 2          February 1999

The Internet Isn’t For Everyone
by G. A. “Andy” Marken

Mr. Marken is President of Marken Communications, Inc. in Santa Clara, California (phone 408-986-0100; email marken@cerf.net).

Today, organizations of all sizes are rushing to the Internet.  By the turn of the century, industry pundits predict that firms that aren't on the Internet will be the exception. The attractions are compelling--worldwide communications and sales, collaborative work where the lines of suppliers and customers blur, document exchange and communication capabilities that allow employees to work from almost anywhere in the world.

These benefits will also spell disaster for organizations and managers that can’t, or aren't willing to, articulate goals and give up micromanaging their people.

Forces of Change

Downsizing, rightsizing, and budget cuts have eliminated layers of middle managers. The remaining management teams are now charged with reshaping the organization, outsourcing non-core business activities and improving communication.  For those who can delegate and let go, the Internet is a valuable resource for improving inter- and intra-organization communication, while controlling costs. 

For example, in addition to new management strengths, strategic use of the Internet was viewed as a key reason for Digital Equipment's recovery prior to their merger with Compaq.  The company achieved significant office space savings by having some of its staff telecommute.  Telecommuters often shared a single office at the organization's headquarters because they are seldom, if ever, on-site at the same time. 

Like Digital Equipment, Anderson Consulting had people located close to customers and suppliers, rather than close to their bosses.   Most of Digital Equipment’s and Anderson's consultants carry notebook computers that allow them to spend the majority of their time in customer facilities while maintaining contact with other consultants and offices using e-mail and the Internet. 

Management by Objective

These people aren't managed on a daily basis.  They have goals, objectives and a mutually agreed upon direction.  Their managers understand that they can't manage the process or the results.  They have learned to be comfortable knowing that they can't predict or control the outcome. 

With staff members enjoying more responsibility, strong managers are finding new challenges and opportunities as they work across organizational, industry and national boundaries to develop and promote shared visions.  They maximize the benefits of the Internet and their new organizational structure to carry out cross-boundary campaigns.

In describing his approach to empowerment, Pushpendra Mohta, executive vice president of AT&T CERFnet, states that, "It's better to ask for forgiveness than to ask for permission."  Scott McNealy, chairman of Sun Microsystems, says it a different way, "To ask permission is to seek denial."

Understanding Needs, Goals

These corporate managers understand the speed, reach, and potential of the Internet.  They use its tools to improve communication between the people inside and outside the organization.  They encourage their people to set their own goals and agendas, without fear of retribution if they fail.

Managers who feel they must remain in complete control of every aspect of their business should avoid implementing the open inter-/intra-communication of the Internet.  Once they have made this tool available, they will no longer be able to manage the people, the processes or the results.

M&M Managers Avoid the Internet

These managers need M&Ms (meetings & memos) to fuel the processes and manage their staff.  They understand management's vision and goals, but feel that they can only be presented in a meeting or during a conference call where they can provide information on the approaches people should take, the timeline and the plan of action.   Rather than sending an e-mail with advice and assistance, they prefer to dictate a memo that will document their view of the program, the activities, and results expected.

These M&M managers are so obsessed with procedures and processes they don't have time to focus their attention and energy on guiding and leading.  They're uncomfortable knowing that their staff has the ability to reach across, or outside, the organization to temporarily bring someone to help them with a project.

Because M&M managers thrive on control, they stifle the effectiveness of Internet communication.  In many instances, this is done by isolating aggressive Internet-savvy people or by narrowing "their team."

Catch 22

The wealth of opportunities that the Internet provides, and M&M management procedures, creates a Catch-22 situation.  It can make an organization even less productive than it was without the Internet. Much of the manager's time will be consumed with planning, organizing, integrating, interpreting, executing and measuring each opportunity that arises while the staff waits (perhaps until the opportunity has passed) for instructions.

As a result, organizations that are planning to implement Internet access, should be certain that their managers are not only comfortable with delegating, motivating and coaching, but that they're willing to become adept at using the Internet to manage change.

One of the Internet's biggest strengths is its lack of infrastructure.  It’s not surprising then, that it requires organizations to be willing to make the transition from assignments, reports and procedures to concepts such as work groups and staff empowerment.