It's time to reinvent management. You can help.


Maverick HangoutsOur series of interactive deep-dives with in-the-trenches management mavericks, pioneering leaders, and provocative thinkers.

Jurgen Appelo is a writer, thinker, and change-maker who is on a one-man crusade to make organizations more agile, innovative, and human. Join us for an hour on creating durable, meaningful change—plus a short course in how to hack.

Meet the hacker-entrepreneurs from Enspiral—a vibrant laboratory for inventing new models of organizing, managing, and leading.

What if our organizations were as human as the human beings who work inside them? Heiko Fischer has been working at the frontlines of that question for years—first inside a range of organizations and now as the “Chief Resourceful Human” leading a movement to create “100% Democratic Entrepreneurship, 0% Bureaucracy” in every kind of organization. Watch this lively conversation about hacking HR and minimum dose management.

It’s the most universal and intractable challenge leaders in organizations of every stripe in every realm of endeavor face: how do you spread success? How do you take local victories—profound insights, clever inventions, powerful connections—and weave them into the broader fabric of an organization?

When it comes to building management and business models that are fit for the 21st century, one of the fundamental challenges is developing organizations that are capable of discovering, nurturing, aggregating, and appropriately rewarding contributions from employees, customers, suppliers, and other stakeholders across boundaries.

If there’s one question on the minds of leaders everywhere, it is (or should be): How do I unleash the full ingenuity, initiative, and passion of every single person in my organization—and relevant to my organization—every single day?

What does it mean to create a genuine culture of innovation and collaboration—one in which every single person in the organization is switched on, alive and awake to the changes in the world and ready to contribute their ideas, insights, and particular point of view?

How can we tap into emerging digital technologies and the principles that undergird them (such as transparency, collaboration, meritocracy, open­ness, commu­nity and self-determination) to imagine the future of business? For Lisa Gansky, that future is all about sharing. She shares her big ideas about "the Mesh" and the collaboration economy in this Maverick Hangout.

The mega challenge behind so many of the major challenges leaders face in the transition from the industrial to the innovation era is ultimately one of transcending tradeoffs. How do we make profit and purpose, scale and humanity, competition and community, focus and collaboration, discipline and creativity, power and generosity, individual and institution, “both/and’s” rather than “either/or’s?”

Watch our Maverick Hangout with Richard Sheridan, co-founder & CEO of Menlo Innovations—and learn more about Menlo's original, audacious, and powerful design for work.

So much of the conversation in business is about power: what you control (“I run a $200 million piece of the business”), who you control (“My 350 direct reports”), and how you control (org charts, pay grades, policy manuals). Of course, power and control are spectacularly subpar strategies for unleashing human imagination, initiative, and passion—all those qualities every organization needs in order to thrive in the Creative Economy.

Twelve-year-old Australian software company Atlassian was founded with the intent to become “a different kind of software company.” Today, the company stands out as much for its fresh, energetic, relentlessly clever approach to engaging and unleashing people as it does for the software development and collaboration tools it makes.

What makes people tick at work—and how do we radically rethink our people practices to make work (and organizations) work better? A Maverick Hangout with leading thinker and author Dan Pink on hacking work and making organizations more human.

HR has the chance to be a true catalyst for strategic adaptability. But where does any single HR organization or HR leader begin when it comes to changing how their organization changes? How can HR help to “hack” the company’s management model to spur adaptability?