The experience of growing up online will profoundly shape the workplace expectations of “Generation F” – the Facebook Generation. At a minimum, they’ll expect the social environment of work to reflect the social context of the Web, rather than as is currently the case, a mid-20th-century Weberian...
Liquefying an organization means disrupting the industrial-age driven assumptions on which rigid structures are designed and move on to make it adaptive, dynamic and anti-fragile.
When determining executive performance, traditional models of CEO compensation consider relatively short time frames. This increases the likelihood that CEOs make strategic organizational decisi
Positions (and accompanying titles) are reflective of the rigid, hierarchical, fear-ridden and overly centralized organizations that [irrespective of the organization and by themselves] both set-up an
Implement a revolutionary, transparent corporate environment that: (1) allows meritocracy to assert its proper influence on the decision-making process; (2) eradicates the power of brow
We’re delighted to announce the semifinalists for the Management 2.0 Challenge . In this first leg of the HBR/McKinsey M-Prize for Management Innovation, we asked the most progressive thinkers and radical doers from every realm of endeavor to share a Story (a real-world case study of a single practice, an initiative, or a broad-based transformation) or a Hack (a disruptive idea, radical fix, or experimental design) that illustrates how the principles and tools of the Web can help to overcome the limits of conventional management and help to create Management 2.0.
In this document we explain how we went from being an organization of hierarchical bankers, to a team of 16,000 systematic innovators who learn every day and believe that everyone can be innovative.
