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

Retool management for an open and borderless world

“As the distinction between ‘inside’ and ‘outside’ disappears, managers must learn how to manage beyond the legal boundaries of the enterprise.”

Emerging business models increasingly rely on value-creating networks and forms of social production that transcend organizational boundaries. In these environments, management tools that rely on the use of positional power are likely to be ineffective or counterproductive. In a network of volunteers or legally independent agents, the “leader” has to energize and enlarge the community rather than manage it from above. Success therefore requires developing new approaches to mobilizing and coordinating human efforts.

51 Stories
127 Hacks
13 Barriers

Retool management for an open and borderless world

“As the distinction between ‘inside’ and ‘outside’ disappears, managers must learn how to manage beyond the legal boundaries of the enterprise.”

Emerging business models increasingly rely on value-creating networks and forms of social production that transcend organizational boundaries. In these environments, management tools that rely on the use of positional power are likely to be ineffective or counterproductive. In a network of volunteers or legally independent agents, the “leader” has to energize and enlarge the community rather than manage it from above. Success therefore requires developing new approaches to mobilizing and coordinating human efforts.

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I'm looking for innovative ideas on what an MBA OB/HRM program would include? What courses would you have? What new ideas would you bring in? What have you seen out there that is already working?
Barrier by Marc Hurwitz on May 29, 2014
One of my friend working in a big multi national company (Culturally diverse), was talking to me and said that : "Dude, My Boss told me to control my enthusiasm of how I do stuff!!, And it was really
Barrier by Tap Kham on September 1, 2012
Have business advisors over the years analysed and reverse enginered strategy / management thinking to such a point that it has now become too complex and too clinical?
Barrier by James Mason on September 23, 2010
Expecting a group of highly educated, culturally fixed Ph.Ds who are excellent researchers to run their own operation may have been fine 80 years ago when educational operations were run, staffed, and
Barrier by Aaron Anderson on September 3, 2010
The aging population in the Nordics/Western part of the world and the possibility for early retirement will cause competency gaps and will lead to loss of knowledge in Enterprises.
Barrier by Magdalena Pawlowicz on September 20, 2010
When feedback meets criteria that aligns with brain operations, (such as optimizing the brain's chemical and electrical circuitry), people grow from others' wisdom. The opposite is also true.
Barrier by Ellen Weber on October 14, 2010
One thing I hear all the time is statements that take culture as something immutable, absolute, and unchallengeable.
Barrier by Jamal Ghamari on September 5, 2010
The workplace climate is a more potent factor than organisational culture to employee engagement.
Barrier by Nick Mitchell on March 13, 2012
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

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