management

Six reasons why government is not more innovative

Steve Denning recently wrote a great post titled How To Make Government Innovative Again. In his post Denning asks the following:

Why isn’t the Government generally more agile? Why isn’t innovation part of everything government does? Denning’s answer to these questions are: "Simple. The constraints on talented people who work in government agencies are enormous." Denning lists six reasons why government is not more innovative. » Read more

To transform organizations so that they are fit for human beings--more inspiring and engaging and yet just as disciplined and even more productive--we need to understand why promising ideas for improving management developed in the 20th Century--such as teams, empowerment, delayering or innovation--failed to become a permanent part of the standard management repertoire. » Read more

In October 1969, when experts at the US Department of Defense Advanced Research Projects Agency (DARPA) connected the first two nodes of what has now become the Internet, they probably weren’t considering the ramifications of their actions on future organizational cultures. But while these DARPA folks likely wouldn’t have considered themselves management innovators, the Internet they created has rocked the traditional management science to its core. » Read more

When you ask children what they want to be when they are older, how many of them say they want to be a manager? I've certainly never met one who had such aspirations. In part this is because management is a pretty amorphous concept to a ten-year-old. But it's also because we adults aren't exactly singing the praises of the management profession either.  For example, in a 2008 Gallup poll on honesty and ethics among workers in 21 different professions, a mere 12 percent of respondents felt business executives had high/very high integrity--an all-time low. With a 37 percent low/very low rating, the executives came in behind lawyers, union leaders, real estate agents, building contractors, and bankers. » Read more

Watch Gary Hamel, celebrated management thinker and author and co-founder of the Management Innovation eXchange (MIX), make the case for reinventing management for the 21st century. In this fast-paced, idea-packed, 15-minute video essay, Hamel paints a vivid picture of what it means to build organizations that are fundamentally fit for the future—resilient, inventive, inspiring and accountable.

"Modern” management is one of humanity’s most important inventions, Hamel argues. But it was developed more than a century ago to maximize standardization, specialization, hierarchy, control, and shareholder interests. While that model delivered an immense contribution to global prosperity, the values driving our most powerful institutions are fundamentally at odds with those of this age—zero-sum thinking, profit-obsession, power, conformance, control, hierarchy, and obedience don’t stand a chance against community, interdependence, freedom, flexibility, transparency, meritocracy, and self-determination. It’s time to radically rethink how we mobilize people and organize resources to productive ends. » Read more

How do you get customers to send bouquets to staff for great service (literally) yet cut costs at the same time? By discarding (almost) everything you think you know about management and doing the opposite.

Here are seven counterintuitive business truths, distilled from nine uplifting (how often can you use that term in connection with a management event?) success stories recounted at a Vanguard Leaders Summit last month—included among them, the MIX's M-Prize winner Owen Buckwell. » Read more

Last week, Google Senior Vice President of Product Management Jonathan Rosenberg resigned after almost 10 years at the firm. While the comings and goings of tech industry executives aren’t typically that interesting to me, I found this news fascinating for a couple of reasons. » Read more

Whether you’re a newly appointed manager or a weathered veteran, one thing’s for certain: when it comes to leading the workforce of the future, the times they are a-changin’. The ability (and willingness) to understand and adapt to the new paradigms of working will separate the good managers from the great managers, and both from the clueless ones. » Read more