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"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:"

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Becoming a supplier to a large business can be just a pain, particularly if you are a small business. The overhead involved can even consume more time and effort than the actual work itself. When you consider that in the US 70% of our businesses are small and medium sized, this is a large scale headache. More so, what is crucial is that small businesses hire employees faster. The White House Blog indicated that: “after a small supplier lands a big purchase order or a contract from a bigger company, the small company’s revenues go up 250% and they create about 150% more jobs in just two or three years.”

To get a stalled economy moving again, improving the purchasing process in large businesses particularly in relation to hiring small suppliers would do wonders for everyone. Within these processes, there can be small changes that can create large waves of transformations that help to open up the economy."

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The problem with email today is not an ever-decreasing signal-to-noise ratio. Spam filters are doing a pretty good job. And while I concede that I certainly get a lot of unimportant emails every day, I find it takes me no more than 30 minutes to clear the rubbish out. I’d rather spend my 30 minutes doing that than waste it sitting in a meeting room getting nothing done at all. And, prior to the world of email that’s what we spent our time doing. The most common phrase uttered in the 90’s across work cubicles the world over was – “skip the meeting, send an email.” Email emerged as the centerpiece of collaboration and workflow for good reason."

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" To transform organizations so that they are fit for human beings--more inspiring and engaging and yet just as disciplined and even more productive--we need to understand why promising ideas for improving management developed in the 20th Century--such as teams, empowerment, delayering or innovation--failed to become a permanent part of the standard management repertoire. "

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"Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption."

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"But can this great 20th century innovation survive and thrive in the 21st? Evidence suggests: Probably not. "Modern" management is nearing its existential moment."

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"Is Web 2.0, despite all the hype, really just a crock?

It’s a question that, ironically, is the subject of heated debate at the moment. The irony is that Web 2.0 is a lucrative “sweet spot” in an otherwise traumatized global economy and battered business environment.

Web 2.0 is undeniably hot. Just Google “Web 2.0” or check Amazon for the plethora of books on the subject (including one by me, and another forthcoming). Walk into any luxury hotel lobby these days and you’ll likely bump into a self-proclaimed Web 2.0 guru.

Maybe that’s the problem. Critics claim that Web 2.0 is an over-hyped flavor-of-the-month techno trend that has flung open the gates to a stampede of management evangelists and marketing hucksters flogging their Kool-Aid. Web 2.0 recipes, say critics, are big on marketing nostrums but short on measureable results. In short, where’s the beef?"

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ESI International just released a list of Top 10 Management Trends for 2009. Their most experienced consultants and Senior Management say these trends point to organizational need for expertise while coping with tighter budgets, fewer financial and human resources, and change. Do you believe that this is where your should focus in 2009 to drive project and organizational success?

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In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.

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