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Barriers

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

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
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
Standard office design creates isolation, reduces productivity & sabotages cooperation.  More collaborative management should begin with environmental change & design.    
Barrier by johnathan king on March 31, 2011
The problem of assumed expertise: title and tenure are often treated as a proxy for the skill sets of individuals within organizations, making it difficult to fully leverage the collective skill set o
Barrier by Eric Peterson on April 8, 2010
My corporation consists of 7 acquistions, the first of which provided the organizational structure.  This organizational structure does not fit the corporation as it exists today.  Org chang
Barrier by MIchael McDonald on September 20, 2010
Management allows responsibility ("it is in my baliwick") to replace accountability ("I own getting it done").
Barrier by Lester Levine on June 10, 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
The Indian market is witnessing an exponential increase in the Small and Medium-sized enterprises (SMEs) with the direct rise in global opportunities.
Barrier by Ramesh Dasary on November 19, 2012
The dominant metaphors underpinning management theory and practice are the machine and the organism.
Barrier by Michael Petit on January 28, 2011

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