MIX

The end of performance management (as we know it)

management model

Statoil is a Norwegian energy company with 21,000 employees in 36 countries. On Fortune, the company ranked in 2011 #1 in Social Responsibility and #7 in Innovation, and has over the last 10 years consistently performed above peer average on return on capital and value creation. » Read more

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Why being human is the only way to win

Why being human is the only way to win

I'm delighted to share the first of six videos from my conversation with our latest MIX Maverick Seth Godin. Seth needs no introduction--he's a 13-time bestselling author, serial entrepreneur and tireless game-changer. He is a one-man army when it comes to unleashing the passion and initiative of individuals to make a positive difference in the world. I'm always struck by his ability to make sense of the economic and cultural moment in a way that is both practical and profound.

Our recent conversation was clarifying and galvanizing. I hope it is for you too. » Read more

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Is your organization fit for heretics?

Is your organization fit for heretics?

"Nobody ever got fired for buying IBM."

That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign:

"Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."

But how much has really changed? » Read more

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What makes Apple Apple

What makes Apple Apple

The following is an excerpt from Gary Hamel's forthcoming book, What Matters Now, to be published in December 2011 by Jossey-Bass Business.

In 1997 I bought an e-tablet from A.T. Cross, the pen company. Codeveloped with IBM, the CrossPad was hailed as a breakthrough product that would open up a whole new category--portable digital notepads. I'm a copious notetaker, so the idea of turning my scribblings into digital files was too good to ignore. » Read more

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What's your default?

What's your default?

As dispiriting as the recent debt ceiling dysfunction drama has been, the most disturbing plot point is not that our leaders can’t seem to compromise—but that they are so compromised. While the pundits continue to parse the no-win “deal” and the bloviators bemoan the failures of leadership, the rest of us might take the opportunity to consider the benefits of being uncompromising. » Read more

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Gary Hamel: Reinventing the Technology of Human Accomplishment

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

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Seven counterintuitive truths for managers

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

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Why Business is Brain-Dead--and How to Wake Up

Often, when I'm invited to speak to boardrooms, I start by gently saying: "Listen up folks. Business is brain-dead. Right now, even as we speak, your business is probably undergoing a slow, barely perceptible, but wholly pernicious brain death." I might take a custom-made, baby-soft $2000 loafer to the head and get muscled out of the room, but as I'm ushered through the cubefarm hinterlands I try to explain: "No, really. I don't say this for effect, it is literally true: business has a serious cognitive malfunction--an inability to process reality". » Read more

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A generational look at open management

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

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Is crowdsourcing the enemy of innovation?

Is crowdsourcing the enemy of innovation? Four panelists shared their experiences in a SXSW panel this morning.

"Crowdsourcing is a blunt instrument," said Robson Grieve, moderator and president of Creature, which recently redesigned the Seattle's Best logo, resulting in quite a bit of customer reaction, similar to many recent logo changes from The Gap to Tropicana to Starbucks. Crowdsourcing encompasses a lot of ideas and practices that have a little bit in common.

Do we work for the crowd now? » Read more

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