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Humanocracy

  • The Seven Most Dangerous Beliefs in Management

    Gary Hamel

    Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure. Too many of them are inertial, incremental, and, uninspiring. That cluster of disabilities enfeebles organizations and depresses economic...

  • Loving Your Way to Success

    Gary Hamel

    Innovation starts with the heart—with a passion for improving the lives of those around you. When the iPad was introduced, Jony Ive, Apple’s head of design, talked about his passion for creating things that seemed “magical”—that were so far beyond what any customer...

  • The End of Bureaucracy: When Nobody (and Everybody) is the Boss

    Paul Green, Jr.

    The Morning Star Company is one of the world’s leading processors of tomatoes—and one of the most progressive models of a self-managed enterprise we’ve seen. In this Mashup session, Paul Green, the co-founder of the Self-Management Institute and, until recently, Morning Star’s head of development, describes the company’s extraordinary—and extraordinarily effective—approach to replacing manager-management with peer- and self-management.

  • Creative Populism: Unleashing and Organizing Human Potential Across Boundaries

    James DeJulio and Jack Hughes

    The founders of TopCoder and Tongal, the world's largest communities of talented and impassioned software developers and digital creators, make the case for the value of “creative populism,” share the new rules for activating, enlisting, and organizing talent in the social, mobile and digital age—and unpack their disruptive models for the future of work and value creation.
     

  • Invert the Pyramid, Distribute Leadership, Reverse Accountability

    Vineet Nayar

    How do you change the DNA of an entrenched organization? How do you achieve deep, durable change without having to go through a crisis? How do you craft an authentic, participative approach to change? And as organizations confront ever more complex problems, how do you move from crowdsourcing to “crowdsolving?" Vineet Nayar is the rare leader (as CEO of the $19 billion IT services company, HCL Technologies) who has not only asked, but successfully answered these questions.

  • Kill the Budget, Kick out the Calendar

    Bjarte Bogsnes and Scott Keller

    How do you change the system when you don’t own the system? Bjarte Bogsnes offers up a powerful answer to that question in this riveting interview with McKinsey & Co director, Scott Keller. As a vice president at Norwegian energy giant Statoil, Bjarte took on one of the most sacred pillars of organization—the traditional budgeting process—and lived to tell the tale.

  • The End of Hierarchy: Natural Leadership at W.L. Gore

    Terri Kelly and Gary Hamel

    MIX co-founder Gary Hamel’s conversation with Terri Kelly, president and CEO of W.L. Gore on the celebrated company's long-running experiment in natural leadership and managing without managers.

  • Raise the Pirate Flag

    Kim Spinder

    Steve Jobs famously said "It's more fun to be a pirate than to join the Navy." True enough. But what if you're IN the Navy? How do you change the system when you don't control it? How do you launch a management experiment—from wherever you sit in the organization and with whatever resources you have—and create real impact? Join us for a special session at this year's Mashup on becoming a productive management hacker.

  • Cultivating the "Supply Side" of the Creative Economy

    David Kelley and Bob Sutton

    A rousing conversation between David Kelley, founder and chairman of IDEO & founder of the d. school (and author of the new book, Creative Confidence) and Bob Sutton, author (Scaling up Excellence), Stanford professor, & co-founder of the d. school on cultivating the “supply side” of the creative economy.

  • Web Values Rule

    Jay Simons

    Jay Simons, president of Australian software dynamo Atlassian, gives a hilarious, fast-paced tour of a company ruled by values, not rules. He describes what a true commitment to open and transparency looks like, shares what it means to create a truly collaborative organization, and demos a collection of Atlassian’s clever and idiosyncratic practices.