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Mar

2012

HCI AND MANAGEMENT INNOVATION EXCHANGE ANNOUNCE WINNERS OF 2012 HUMAN CAPITAL M-PRIZE

"BROOKLYN, NY – February 3, 2012 - The Human Capital Institute (HCI), a global association for talent management, and the Management Innovation Exchange (MIX) have announced the three winners of their 2nd annual HCI Human Capital M-Prize, which rewards innovation in the field of leadership development. The winners were selected from over 45 submissions of stories and ideas from organizations all over the world."

www.hci.org/...winners-2012-human-capital-m-0

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management managementinnovation MIX M-Prize humancapital

Mr. Becher set out to boost the company’s culture by increasing trust and depoliticizing the decision-making process. His proposal can be found in full here:
Dominique Dejonghe and Frank Debrunye discovered that by inviting team leaders to observe and comment on orchestral rehearsals, both conductor and businessman gain new insights into their own development processes – and how they can be bettered. His proposal can be found in full here
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- So for 6 to 8 weeks, new managers as part of their training are required to live and travel through the most rural parts of India, overseeing projects, and buying, eating and drinking the same products as their consumers. The company found a myriad of benefits to this practice, including deeper understanding of consumer habits and culture, development of goodwill between buyer and seller, and perhaps most of all, acquiring a sense of meaning for their work.

Feb

2012

Who's Moving Their Company Beyond Bureaucracy?

"And we received a flood of big ideas and game-changing initiatives and experiments from management innovators in all kinds of organizations around the world. Last month, we had the tough job of narrowing the pool down to fourteen excellent finalists, Bow we're proud to introduce you to the seven winners:"

blogs.hbr.org/...s_moving_their_company_be.html

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bureaucracy M-Prize management humanresources casestudies

Bogsnes and his team focused on two powerful levers: abolishing the traditional budget in favor of a more dynamic and distributed process, and scrapping the annual calendar for a more continuous and variable approach to setting time-horizons for a particular business or project
creation of cross-company virtual collaborative communities based on shared passion (whether around a specific technology or a particular role or even a business process). More than an "internal social network," EA's communities approach is a clever design, including a "light governance" model and guidelines for integrating community activities into "regular" operations.
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- Vodafone UK has taken the technology mantra of "eating your own dogfood" to the extreme with an open, "weightless" workplace, with no offices or assigned desks, no tethered phones or computers, a rich variety of purpose-built meeting spaces, one file drawer per person, a tough "clean desk" policy (any documents or belongings left on a desk overnight will be disappeared), and lots of coffee. The results were immediate and dramatic: from a dramatic reduction in meetings, paper, flights, the speed of decision-making, and sales cycle times to increased revenue growth, collaborative problem-solving, and tours of Vodafone headquarters.
- TMN launched a "work style reform" initiative which has grown progressively more autonomous, transparent, and Web-enabled. Today, employees define their own roles and responsibilities, choose where and when to work, launch "Next Dream" projects to promote a strategic priority, and use social technology to bid out problems internally and connect with the wider communit
- Why should we spend our most energetic years striving and achieving and leave our true passions to our creaky "golden" years? No reason at all, says Semler, who offers up a clever design for employees to "buy back" one day of the week to spend on "retirement" pursuits, and the opportunity to trade in those retirement hours for meaningful work in their later years.

Sep

2011

How do you get to Management 2.0? Three lessons (from the M-Prize)

"We announced the winners of the Management 2.0 Challenge (the first of three legs of the HBR/McKinsey M-Prize for Management Innovation) here last week. Those seven entries offer compelling evidence that the undergirding principles, social structures, and social technologies of the Web not only offer up winning business models, they are the building blocks of a new management model for making organizations more resilient, inventive, and engaging.

Here are just three lessons from our management innovators about leveraging social technologies to create truly social organizations:"

www.managementexchange.com/...ement-20-three-lessons-m-prize

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management management2.0 M-Prize trust

Trust your people with the future of the company
For all of the talk about empowering, involving, and engaging employees, why is it that so many organizations still tap into just a sliver of what individuals have to offer? According to Management 2.0 Challenge winner Jim Lavoie, it’s because too many leaders focus on what they can get out of their people rather than entrusting them with the future of the company.
James and Bobby Fishkin argue in their winning hack, The Deliberative Corporation, that it’s not enough to listen to the crowd, it’s crucial to equip it. The Fishkins have developed a powerfully practical approach—including balanced briefings, moderated discussions, and expert testimony—to taking the bias, politics, and knee-jerk emotions out of decision-making in order to get at “what the people would think if they were thinking.”
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- Maximize peer connections
  As important as it is for employees to feel heard and respected by their leaders, it’s the relationship between peers that generates the agility, inventiveness, and engagement at the heart of a truly social organization. A number of M-Prize finalists demonstrated the power of organizing around that principle—none more dramatically than Morning Star, a 40-year old food processing company founded on the belief that “the best human organizations are those in which people aren’t managed by others, but in which participants coordinate among themselves, managing their own relationships and commitments to others.”
- the network of colleague relationships defines the org chart, rather than the other way around—and reveals the “natural” hierarchy of authority based on expertise and achievement; the drive for performance actually strengthens without traditional oversight; and everything happens more quickly and with less conflict.
- Capitalize on the Obvious
  Sometimes the simplest lever can crack open the biggest opportunity for change. That’s what Kim Spinder learned when, as an employee for the Dutch ministry, she invented a hack to eliminate government red tape and replace bureaucracy with free-form, cross-agency collaboration. Her simple Web-based booking system, Deelstoel (“share chair” in Dutch), was designed to allow any Dutch government worker from any agency in any location to work at any other government office
- Instead, says Spinder, she and her team just “capitalized on the obvious”—the need for change, the resources waiting to be tapped, and the basic human desire to contribute to positive change

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