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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

Why does decision making always have to be judgmental and uncertain? Can we have a better way to leverage employee brain power?
Barrier by Bharath Ramasubban on June 25, 2010
CEO's and high level managers are often detached from 'the work floor' and may be surrounded by people who hesitate to criticize them.
Barrier by Mireille Jansma on June 21, 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 Board members are risk averse in promoting radical changes from past behaviour.
Barrier by Ravinder K on June 4, 2010
In many cases it is observed some mid level managers have lost total desire to move forward or get lifted in his career, and their routine and habits become the barrier either to employee development
Barrier by PS DHINGRA on June 4, 2010
Ethics is good to hear, write and preach, but the question arises where exists ethics?
Barrier by PS DHINGRA on June 3, 2010
Thinking about obstacles we meet in achieving the impossible dream as barriers is itself a barrier, we need to reframe to see them as ramps into NEW territory, to focus on what works and look for the
Barrier by Martin Hazell on June 2, 2010
Some organizations tend to move from corporate offices to the field so corporate middle management lack field experience to create policies that are applicable to the reality of operation.Seems to me
Barrier by Juan Luis Gonzalez on June 2, 2010
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
I've got a new book forthcoming ( http://www.sup.org/book.cgi?id=16531 ) that is based on the research that I did for my Ph.D.
Barrier by Aaron Anderson on May 28, 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
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
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
Lessons learned?More attention must be given to our Human Nature.

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