In the knowledge-based economy the real value and success of an organization relies on the employees' ability to think, process information, innovate, and think creatively. Employees simply cannot utilize their full range of talent if they do not feel valued, have a sense of ownership of their work, and know that their work impacts their organization. Businesses must move away from being machine-like and move towards what is considered humane. The web of inclusion approach to management undermines the boundaries and hierarchies of mainstream organizations and results in less pigeonholing of people's talent and fewer bottlenecks for information flow. The web of management is natural, organic, and not modeled on a machine which puts employees into cookie cutter roles.
Ideas come from all employees and flow to the center.
Furthermore, the edges of the web connect with people and institutions outside of the business such as customers, suppliers, vendors, partners, and the public media. Many technology businesses are already adapting versions of this approach. For example, Intel uses a nonhierarchical ethic within the company. Everyone, including higher management, sits in cubicles that vary slightly in size. There is much overlapping of departments and employees report to multiple managers so that people are used where and when they are needed.