In my previous article, I discussed the concept of the “two worlds of Excel,” a framework that contrasts two different mindsets when creating Excel-based solutions. In this follow-up, I want to dive deeper into the idea of management in these two worlds. Specifically, I want to explore how these contrasting management styles influence not only the way spreadsheets are built but also the larger dynamics at play within organizations.

The Two Worlds of Management

Throughout my career, I’ve encountered two distinct types of management, each with their own approach to technology and innovation, particularly in relation to Excel. I refer to these two types of management as the Tom Bower type and the Mike Campion type, though these names represent a broader set of individuals I have worked with across various organizations.

For the sake of clarity, let’s break down the characteristics of each type.

The Tom Bower Type: Fearless and Innovative

The first type of management, which I call the Tom Bower type, is characterized by a fearless, innovative mindset. These individuals are driven by the goal of achieving productivity and efficiency through cutting-edge solutions. They recognize that innovation—whether it’s through technology, new processes, or better spreadsheet management—creates value, which in turn leads to career advancement, greater visibility, and increased job security.

Tom Bower and others like him are constantly seeking ways to push the boundaries. They’re not afraid to question existing processes or challenge the status quo. They know that this kind of disruption is what leads to breakthroughs. These managers understand that technology, including Excel, is a tool that can help transform business operations. They are always ready to experiment, learn, and innovate.

The Mike Campion Type: Risk-Averse and Conventional

On the other hand, the Mike Campion type represents a more risk-averse, traditional approach to management. These managers tend to rely heavily on established systems and processes, such as enterprise resource planning (ERP) solutions like SAP or Oracle, rather than exploring more agile, cost-effective options like Excel. They see value in maintaining control through tried-and-tested methods, even if these methods are inefficient or costly.

The Mike Campion type often views individuals who are adept at Excel or other technology solutions with skepticism. They’re uncomfortable with those who excel in spreadsheet modeling, preferring to delegate such responsibilities to the IT department. This reliance on external systems often results in inefficiencies, as these solutions are frequently inadequate without heavy reliance on spreadsheets for data input and output.

The Interaction Between the Two Worlds

The real dynamics occur when these two worlds collide within an organization. The tension between the adventurous, tech-forward mindset of the Tom Bower type and the cautious, process-oriented mindset of the Mike Campion type can create significant inefficiencies—especially when the latter resists change or innovation.

In practice, inefficiency often arises when managers from the second world are in charge of implementing new systems or processes. Their preference for traditional solutions can create friction, especially when they attempt to introduce cumbersome enterprise systems like ERP without understanding the simple power of Excel. These systems might end up exacerbating the problem, leading to what I refer to as Excel Hell—the chaotic situation where companies are still heavily reliant on Excel to make up for the shortcomings of their enterprise systems.

Interestingly, the second world of management often ends up reinforcing the need for Excel, as these systems can’t function effectively without spreadsheets. The reliance on Excel remains, despite attempts to move beyond it.

Case Studies of the Two Worlds

Over the years, I’ve seen these two types of management play out in various case studies. For example, at Edexcel, the Tom Bower type leadership allowed for continuous improvement and efficiency through Excel and backend databases, achieving remarkable productivity. However, when management changed, the IT department pushed for a multi-million-dollar ERP system that ultimately failed. Six months later, I was called back to restore the efficiencies we had achieved with Excel, which demonstrated that the existing system was far more effective than the newly implemented ERP system.

Similarly, at GTA Travelport, while the management team led by individuals like Roger Waters pushed for efficient solutions using Excel, others within the company resisted, preferring the comfort of manual processes over automation.

The Outcomes of These Approaches

The impact of these two management styles is reflected not just in the day-to-day operations but also in the long-term careers of those involved. Managers like Tom Bower, who embraced change and technology, have gone on to achieve great success, taking on higher leadership roles in organizations. On the other hand, those who adhered to the second world of management often saw their careers stagnate. They failed to adapt, and as a result, missed out on the career advancement that comes with embracing innovation.

This divide in management approaches is not just theoretical—it plays out in real business scenarios. The success of any organization is often determined by which type of management is in charge. If the Tom Bower type is in control, the organization is more likely to thrive, as they will be open to change and new ideas. But when the Mike Campion type is in charge, the organization may remain stagnant, caught in outdated processes that hinder progress.

Conclusion: Embracing the First World of Management

As I continue to work with clients, I have seen firsthand the value that the first world of management—the Tom Bower type—can create in an organization, almost entirely by definition. These are the individuals who understand that innovation and technology are not threats, but opportunities for growth. In contrast, the second world of management, though influential, often creates a barrier to true transformation.

In closing, while both worlds of management are important, it is the first world of management that drives change and creates real value. If you’re in an organization where these two worlds are in play, understanding these dynamics will help you navigate your path to success. Embrace the opportunities for innovation, and recognize that those who fear technology are often the ones holding back progress. This is a powerful message for navigating the corporate politics surrounding any type of value-adding proposal for change.

Reviews

Excel Management: Two Approaches and Their Impact

This article explores two contrasting management styles in the context of Excel usage within organizations. The author distinguishes between “Tom Bower type” managers who are innovative and embrace technology like Excel for efficiency, and “Mike Campion type” managers who are risk-averse and prefer established, often less agile, systems. The piece discusses how the interaction between these two approaches can lead to organizational inefficiencies, particularly when the latter resists beneficial technological advancements. Ultimately, the author argues that embracing the innovative mindset of the “Tom Bower type” is crucial for organizational growth and individual career success.