The inaugural MIX Mashup gathered the vanguard of management innovators—pioneering leaders, courageous experimenters, agenda-setting thinkers—to explore disruptive ideas, share fresh thinking and compelling storytelling, and to connect and energize participants in the quest to make our organizations fit for the future and fit for human beings.

The insights were deep and important, the storytelling was human and full of humor, and the collective spirit in the room was powerful and palpable. Here are just 100 of the countless highlights, aha moments, and practically radical takeaways.

Gary Hamel: we haven't been aspirational enough or angry enough to reinvent mgmt and make inspirational organizations #mixmashup

Today is an endurance event #MIXMashup

How can we build companies that are as fully human as the ppl who work there #MIXMashup

Fresh air. Hip space. Great thoughts. How all events should be #MIXMashup @hackmanagement #e20 http://t.coNZq6Z3b

First aha...

There is no doubt that there is tremendous goodwill, not to mention countless exciting experiments, when it comes to making the world of work more deeply human—designed to promote more freedom , equity , and engagement , and passion . Why, then, can those words sound so cheap and drained of their juice when we hear them repeated over and over by leaders of all stripes? Probably because they’re spoken so much more often than they’re ever enacted.

That’s why it’s so very refreshing to spend time with a leader who is relentlessly inventive and impressively effective as a champion of the fullest expression of humanity at work. We aim too low, says Ricardo Semler, the irrepressible force behind Brazil’s Semco Group . “We constantly talk about passion—serving customers passionately, filling in forms passionately—but what if we created the conditions for people to feel exhilaration, to get involved to the point they shout ‘yes!’ and give each other high fives because they did if their way and it worked?” What if, instead of assuming passion will just show up when we invoke it, we focused on designing organizations to unleash human flourishing?

For...

What leader today doesn't want more innovation? Yet, producing more (of anything) inside an organization generally leads to more process, which smothers individual creativity and all-too-often kills organizational innovation.

Innovation isn't about structuring a process to lead to an outcome so much as it's about creating space—both elbow room, the space to roam free of bureaucratic rules and red tape, and head room, the freedom to see differently, think wildly, and aim higher. The leaders who generate more creative energy and innovation are always wrestling with the question: How do we design in more slack? Or, how do we cultivate an environment and support work that enlists people as drivers of their own destiny and inventors of the company's future?

Our big goal here at the MIX is to inspire and unleash as much collective aspiration, audacity, imagination, energy, and passion as possible when it comes to making all of our organizations fit for the future--and fit for human beings.

We've said it before: so much is broken when it comes to how most companies are managed, organizations are structured, and work is designed. "Modern" management was developed by a bunch of long-dead big thinkers who were solving for a very different set of challenges than we face today: maximizing control, conformance, discipline, reliability, and predictability. Those are important organizational virtues, but they're not what creates real value today.

If we want organizations that are resilient enough to change as fast as the world is changing, inventive enough to imagine a whole new way to create value, inspiring enough to invite and unleash the best gifts of employees (and other stakeholders), and mindful enough to find a way to win without others (the community, the planet) having to lose--we can't just scrounge around for best practices. We have to cast off the ruling (and stifling) ideology of control, power, and growth-at-all-costs for a new ideology--a new set of...

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.

First up: "Why being human is the only way to win."

Seth sums up this moment for workers and leaders of all stripes with two questions:

For workers: "The real debate if you're a worker is: do you want a job where they'll miss you if you're gone, a job where only you can do it, a job where you get paid to bring yourself to work--because those jobs are available. In fact, there's no unemployment in that area. OR, do...

Some fifteen years ago, in the early days of starting up Fast Company magazine, co-founder Alan Webber, shared one of his rules of thumb with me: "a good question beats a good answer." That pithy wisdom sunk in and took hold immediately. In the course of hundreds of reporting journeys and thousands of conversations with leaders, entrepreneurs, thinkers, and doers of all stripes, I've tuned into the questions people ask.

The first thing you notice when you have your ears pricked for questions is that most people (especially businesspeople) are more interested in presenting solutions, making assertions, and sharing their vision. This isn't surprising. School programs us to focus on producing the right answer and the job description of the leader for the last century has basically been "the person with all the answers."

That's why it's so refreshing (and instructive) to spend time with people who lead with questions rather than answers. Why? Why does inquiry beat certainty every time? Here are just three reasons:

1) Questions are a powerful antidote for hubris , which inevitably arises in a culture that celebrates mastery, values decisiveness, and reveres the top guy...