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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

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
Ethics is good to hear, write and preach, but the question arises where exists ethics?
Barrier by PS DHINGRA on June 3, 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
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
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
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
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
With transformations underway in sectors like Energy, management practitioners & advisors need focus on understanding the fundamentals of the business, the underlying processes & how
Barrier by Bala Nataraj on January 9, 2011
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
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
I've never seen a business function properly where there are management consultants involved.  Over the past 15 years I have worked in 4 companies.  The only profitable business was one mana
Barrier by Eric Wheldon on August 2, 2010
Fear of long term commitment might lead top managers block projects and middle managers from timely recruitment leading to use of temporary or arbitrary workforce or excused breach of quality targets
Barrier by Torben Tambo on October 16, 2011
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
Many employees are afraid to admit that they do not have enough work because they fear that they might be laid off if word gets out.
Barrier by Anusha John on August 13, 2010

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