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Reinvent the means of control

“We need control systems that shape rather than stifle human contribution.”

Traditional control systems ensure high levels of compliance but do so at the expense of employee creativity, entrepreneurship, and engagement. To overcome the discipline-versus-innovation trade-off, tomorrow’s control systems will need to rely more on peer review and less on top-down supervision. They must leverage the power of shared values and aspirations while loosening the straitjacket of rules and strictures. The goal: organizations filled with people whose motivation and discipline comes from within.

61 Stories
205 Hacks
11 Barriers

Reinvent the means of control

“We need control systems that shape rather than stifle human contribution.”

Traditional control systems ensure high levels of compliance but do so at the expense of employee creativity, entrepreneurship, and engagement. To overcome the discipline-versus-innovation trade-off, tomorrow’s control systems will need to rely more on peer review and less on top-down supervision. They must leverage the power of shared values and aspirations while loosening the straitjacket of rules and strictures. The goal: organizations filled with people whose motivation and discipline comes from within.

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Have you ever had a time where you felt you like you were stuck in a parking lot on your way to work?  Have you ever felt the drag on the commute that may or may not already put more aggravation
Hack by Thanh Hoang on September 19, 2010
The hierarchical structures with in organizations often place accountability and responsibility with managers and executives, leaving the rest of the organization to follow what has been set as b
Story by Thabiso Ramashala on November 2, 2010
Fear of long term commitment might lead top managers block projects and middle managers from timely recruitment leading to use of temporary or arbitrary workforce or excused breach of quality targets
Barrier by Torben Tambo on October 16, 2011
With so much attention on the potential for web 2.0 technologies to “flatten” the organizational hierarchy, and excitement that meritocracy will rule the day, how are the downsides to a flat organizat
Hack by Clint Carlson on June 2, 2011
Teleworking is not a new idea and has been with us for some time and despite research showing the potential benefits, decision makers have not embraced it as an effective alternative to current work s
Hack by Ryno Steyn on May 8, 2012
One of the fundamental questions of science and statistics is how to determine the difference between correlation and causation.
Hack by Clint Carlson on June 3, 2011
Historic and archaic management structures more closely resemble the North Korean dictatorship than a flourishing Democracy; and history shows us what happens to innovation and ambition in authoritari
Hack by Philip Tillman on November 8, 2010
This is not a sharp, easy and clear cut solution, but a long term approach for long term change that leads to long term, patient capitalism.The last decade has seen an explosion of thought-leadership
Hack by Frank Jan de Graaf on May 10, 2012
When we read/talk about Open Innovation, corporations try to change their culture and knowledge management into new process and methodologies, sometimes when they found a new opportunity outside their
Hack by Franco M. Lazzuri on June 29, 2010
Super charge organisations by making employees owners, give them every bit of information that you can, teach them what it means.
Hack by Ruth Scandrett on March 1, 2011

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