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Reinvent the means of control

“We need control systems that shape rather than stifle human contribution.”

Traditional control systems ensure high levels of compliance but do so at the expense of employee creativity, entrepreneurship, and engagement. To overcome the discipline-versus-innovation trade-off, tomorrow’s control systems will need to rely more on peer review and less on top-down supervision. They must leverage the power of shared values and aspirations while loosening the straitjacket of rules and strictures. The goal: organizations filled with people whose motivation and discipline comes from within.

61 Stories
205 Hacks
11 Barriers

Reinvent the means of control

“We need control systems that shape rather than stifle human contribution.”

Traditional control systems ensure high levels of compliance but do so at the expense of employee creativity, entrepreneurship, and engagement. To overcome the discipline-versus-innovation trade-off, tomorrow’s control systems will need to rely more on peer review and less on top-down supervision. They must leverage the power of shared values and aspirations while loosening the straitjacket of rules and strictures. The goal: organizations filled with people whose motivation and discipline comes from within.

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The hierarchical structures with in organizations often place accountability and responsibility with managers and executives, leaving the rest of the organization to follow what has been set as b
Story by Thabiso Ramashala on November 2, 2010
This hack would "Personify the Legal Enity" as to socializing with the External Environment as well as the Internal Environment.
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
With so much attention on the potential for web 2.0 technologies to “flatten” the organizational hierarchy, and excitement that meritocracy will rule the day, how are the downsides to a flat organizat
Hack by Clint Carlson on June 2, 2011
This is not a sharp, easy and clear cut solution, but a long term approach for long term change that leads to long term, patient capitalism.The last decade has seen an explosion of thought-leadership
Hack by Frank Jan de Graaf on May 10, 2012
Historic and archaic management structures more closely resemble the North Korean dictatorship than a flourishing Democracy; and history shows us what happens to innovation and ambition in authoritari
Hack by Philip Tillman on November 8, 2010
When we read/talk about Open Innovation, corporations try to change their culture and knowledge management into new process and methodologies, sometimes when they found a new opportunity outside their
Hack by Franco M. Lazzuri on June 29, 2010
Teleworking is not a new idea and has been with us for some time and despite research showing the potential benefits, decision makers have not embraced it as an effective alternative to current work s
Hack by Ryno Steyn on May 8, 2012
One of the fundamental questions of science and statistics is how to determine the difference between correlation and causation.
Hack by Clint Carlson on June 3, 2011
Ever heard of topsy-turvey? This is a thought about just that. How to turn an organisation on its head and to improve its prospects in our future business world.
Hack by Mark Laycock on December 31, 2010

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