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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

Often managers talk about resources when they mean people. And managersallocate resources to projects and tasks instead of people.
Barrier by Frank Schwab on May 15, 2010
my belief is that most management team recognize the importance of innovation but has a difficult time to make it simple enough to adopt and apply on a consistent manner
Barrier by Brian Sin on May 14, 2010
Instead of being the Manager have a title that tells others what you set out to achieve and reminds you of what is important
Barrier by John Coxon on May 1, 2010
The biggest and most nasty barrier to innovation and good management is the forced ranking which many companies still use.GE and JPM started using it in a big way and now many companies have adopted i
Barrier by Neil Patel on April 30, 2010
Many managers ask their employees questions that open up thinking to problems, challenges, new ideas, and improvements.Unfortunately, some managers use these questions only to fulfill a social functio
Barrier by Kraig Parkinson on April 30, 2010
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
Conventional organisational structures--hierarchy, bureaucracy , internal politics, silos of functional departments, wide variations in minimum qualifications in recruitment of workers, is making a sl
Barrier by Rakesh Chopra on April 16, 2010
Many great ideas for what needs to be done or fixed at an organization get suggested.But never in any formal forum - the best ideas often come up when out for drinks, or in furtive cubicle conversatio
Barrier by Eric Nehrlich on April 16, 2010
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
The process for resource allocation in too many organizations is highly centralized, creating a monopsony for new ideas within an organization, and favoring investment in projects that represent incre
Barrier by Gary Hamel on April 8, 2010

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