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

Occasionally friends and I have deep discussions. It is very serendipitous, but trying to figure out how to increase the frequency.
Barrier by Josh Smith on December 6, 2010
Human resources departments are a major barrier to getting the right people on the bus, motivating people, helping people grow into their natural talents, and getting things done.
Barrier by John D Chovan on December 1, 2010
Recession disallowed growth in certain industries. This saw a learning stagnation for years not enabling a role enhancement, especially in the knowledge based industry.
Barrier by Radhakrishnan NR on November 30, 2010
Let's face it, the last thing we want to do in a meeting with all the bigwigs is to say that our department has a problem and it could derail the project.  In business today it seems all we want
Barrier by Michael Colyer on November 26, 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
Agility requires us to rev up the frequency of our communication, collaboration and coordination as a team.  As the world continues to rev up, we must rev up with it, to handle t
Barrier by Mike Richardson on October 31, 2010
While so many of us acknowledge how critical it is to have systems thinking in order to maximise productivity in organisations why is it that systemic shut down of skills prevails?
Barrier by Eldo Kurian on October 28, 2010
When functional heads form alliances such that conformance to this inner circle takes precedence to freedom of expression; organisations will find themselves vulnerable to corruption, static performan
Barrier by LM on October 27, 2010
Essentially, because the MBA industry has been teaching leadership and proclaiming to provide satisfactory leadership education and training for a great long while doesn't mean that what we do is the
Barrier by Aaron Anderson on October 26, 2010
Uncertainty even in matured organizations makes managers to look for instant gratification for they work creating a window for Vulnerability.
Barrier by Satya Vegi on October 16, 2010
When feedback meets criteria that aligns with brain operations, (such as optimizing the brain's chemical and electrical circuitry), people grow from others' wisdom. The opposite is also true.
Barrier by Ellen Weber on October 14, 2010
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
Have business advisors over the years analysed and reverse enginered strategy / management thinking to such a point that it has now become too complex and too clinical?
Barrier by James Mason on September 23, 2010
When management fears their own decision-making prowess and being identified with former slow-moving projects or relative failures their readiness and adaptability to change are increasingly compromis
Barrier by Shelly de Greeve on September 20, 2010