Twenty years from now, the typical large business will have half the levels of management and one-third the managers of its counterpart today. Specialists brought together in task forces that cut across traditional departments will do this work. Coordination and control will depend largely on employees’ willingness to discipline them. Behind these changes lies information management. Computers communicate faster and better than layers of middle management. They also demand knowledge-able users who can transform their data into information. Clues to what the new, information-based organizations will require come from a wide-array of organizations that are leaders in this field. Many of whom are our current or former clients. What they have in common are: a set of clear, simple objectives that translate into particular actions, and a structure in which everyone takes information management.

Information-based organizations pose their own special management problems as well: motivating and rewarding specialists; creating a vision that can unify the organization of specialists;devising a management structure that works with task forces; and ensuring the supply, preparation, and testing of top management people.

The typical business 20 years from now will have fewer than half the levels of management of its counterpart today, and no more than a third of the manages. Businesses have little choicebut to become information-based. The center of gravity in employment is moving fast from manual and clerical workers to knowledge workers. Economics also dictates change to be innovative and entrepreneurial in approach.

Solving these problems is the management challenge for the rest of this Century.

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