Japanese managers call it "gemba," the practice of pushing decision-making power down a hierarchy. But when managers do it simply with the intent to avoid responsibility, trouble arises, Ron McFarland explains.
When corporations engage with communities, many make the mistake of focusing first on what the community can do for them. I encourage companies not to start with the benefit they get from the community (buy my stuff! design my products! give me feedback!), but instead with the benefits they give to... Read more