Transition of Power: From Information to Know-How in IT World

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Disclaimer: The views expressed in this article are strictly personal and apply in particular to the field of IT, which I know and love.

1. Evolution of power : From information to know-how
   

My first steps in the professional world, at a major French bank, brought me face to face with a culture and team dynamics that were different from those I had imagined. Not only was the culture different from my own, but the generational difference was also evident in the dynamics of the team members. Possession of information or specific knowledge was seen as unquestionable power. Yet, as a member of a generation accustomed to the free flow of information thanks to technology and the Internet, this concept seemed incomprehensible and bizarre to me. Looking back, I realize just how much the landscape has changed in a decade. We can debate for a long time whether we have made progress on this subject in large companies, but from my point of view the answer is "Yes". Information is no longer a form of power, as it once was. Information is available and abundant if you look hard enough. On the other hand, savoir-être and savoir-vivre take on greater importance and represent a new form of power.

2. Management from knowledge to influence

In the past, managerial legitimacy rested primarily on the possession of specialized knowledge and strategic information. Managers were respected for their technical expertise or strategic vision. However, in an environment marked by VUCA (Volatility, Uncertainty, Complexity, Ambiguity), where technologies and trends are evolving at lightning speed, it's becoming hard to maintain this legitimacy through knowledge alone: code languages that appear and are super-fashionable disappear immediately because another language takes over, and all Tech start-ups do a 360 turn to turn to this new code language, this new fashionable techno etc. This becomes difficult for a manager in the tech industry to maintain his or her legitimacy. Managers and CTOs quickly feel overwhelmed by all these changes (even if they sometimes find it hard to admit to themselves).

So management through influence and interpersonal skills becomes crucial. Exceptional managers are no longer defined solely by their technical expertise, but by their ability to listen, empathize, manage conflict and understand the emotional dynamics of their teams. The rare combination of charisma and influence constitutes the pinnacle of leadership, although most managers excel in either.

3. Conclusion: Towards a management approach focused on soft skills

Faced with this transition of power, it is becoming imperative for IT leaders to develop their managerial know-how. Identifying one's management style, assessing one's legitimacy with employees and understanding the levers of this legitimacy are crucial steps. Ultimately, the future of IT management lies in the mastery of interpersonal skills, for it is these skills that confer true legitimacy on tomorrow's leaders.

In conclusion, in this era where savoir-être and savoir-vivre are taking precedence over the mere possession of information, managers need to reinvent themselves to meet the challenges of a constantly changing world.