It's time to reinvent management. You can help.

Having trouble making change happen? Let others see what you're up against and they may help you get past it.

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Successful innovation is always problem-focused. And the most powerful solutions emerge when problems are clearly defined.

Even the most experienced management innovators bump into roadblocks that frustrate their progress. The way forward is to identify these barriers, break them down into solvable chunks, and focus on the high-value areas.

Here you can browse through the problems others are encountering — whether they're political squabbles, capability gaps, or resource constraints — and propose solutions. And, of course, you can bring your own barriers to the conversation. You might find that others have wrestled with the same issues and come out on top.

The MIX Lab / Barriers

A dynamic collection of real-world case studies from the MIX community

Whether its people or business opportunities  real insight - that helps an organisation improve- lies, I believe, in gaining insight on what decisions result in good outcomes...
Barrier by Gary Glennon-Alty on May 31, 2010
What is management supposed to do?  How to profit maximize workers to better raise the yield to social benefit and stakholder benefit.  The chain of command contains one or more components t
Barrier by Vidia S. Ramdeen on July 30, 2010
Syndicate assignments are a component of the business school learning process, although these can present a challenge in terms of productivity.
Barrier by Rob Brine on May 2, 2012
In a world in a financial crisis it is easy to think about today and not tomorrow.
Barrier by Josse Kunst on April 19, 2010
The following 3 elements of modern business organizations are strangulating employees and organization while causing employee disengagement:1. Matrix organization design2.
Barrier by Ohm on October 14, 2011
Until we promote leaders through mindful transparency, unskilled bosses will continue to hold innovation hostage at the helm.
Barrier by Ellen Weber on September 25, 2010
In large organisations, the centralisation or offshoring of process steps on customer facing operations and leads to a lack of emotional connection with the customers, leading to a poor customer
Barrier by MR Sundaresan on May 21, 2010
When Henri Cartier Bresson described his photography, he said "There is nothing in this world that does not have a decisive moment".
Barrier by David Mason on July 27, 2010
We know the lessons of Edison's light bulb.  He had to fail so many times to get to what would work.  We tell our kids to "fail and try again".  But in our organizations, we hate failur
Barrier by Howard C. Park on May 20, 2010
I would like to pose a question and this question seriously needs an answer particularly in my country (Iran).
Barrier by Jamal Ghamari on July 22, 2010
The more companies try to achieve efficiencies thru hiring tests, forms & parameters the more they also narrow and isolate themselves from potential candidates.
Barrier by johnathan king on March 31, 2011
Should we invest substantial amount of resource in small economoyscale?BackgroundIt is common that technology canlead profit especially IT industry.
Barrier by SungSup Hyeon on May 18, 2010
An operations executive in my company has convinced the CEO to impose his results tracking scorecard on the entire company.
Barrier by Christine Brady on November 18, 2010
Perhaps the most common failure of individuals and organizations that need to change is either that they do not seek the broader view that offers new choices, or that they do not explore the deeper ro
The Board members are risk averse in promoting radical changes from past behaviour.
Barrier by Ravinder K on June 4, 2010