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Companies need to transform how managers manage.

Agile is a recent example of work innovations emphasizing autonomous, self-managed teams. Other approaches that companies have been experimenting with in recent years go by a bewildering variety of names: lean, holacracy, the polycratic organization, and the exponential organization, to list a few. But in this organizational revolution-in-the-making, a critical piece is missing. Companies lack a compelling model for the role of management. The challenge of the organizational revolution represented by agile and other new approaches is not that they make management somehow irrelevant or obsolete. Quite the opposite: they make management more important than ever before. But they also transform