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Humanocracy

Describe an innovation in the way an organization is managed — and let others see what you've accomplished.

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Stories

A revolution in management is brewing...

Around the globe, at every level, in all kinds of organizations, inspired innovators are staging inventive experiments to make their organizations as adaptable, creative, engaging, and accountable as the people who work there. In the past, it was difficult for management innovators to share their experiences directly with others — but now we have the MIX.

Dig into these real-world case studies of management innovation, and mix it up with the positive deviants who are changing the game. Have you tried something new? Share it here and see what others think.

The MIX Lab / Stories

A dynamic collection of real-world case studies from the MIX community

An Anglican parish launches a bold experiment with a radical model of how to “do church,” by  replacing hierarchy with communities of passion, and unleashing the capabilities of its c
Story by Drew Williams on July 10, 2010
How we identified a 10-15 % productivity improvement potential among knowledge and interaction workers by using dedicated IT-tools and progressive management philosophies to enable and empower employe
Story by Mårten Keijser on June 9, 2013
In October, 2012, iHire transitioned its culture to a Results Only Work Environment (ROWE), which is a management philosophy in which the focus comes off where, when and how long employees are working
Story by Lisa Shuster on December 26, 2013
One morning, my District Manager came into my office, he stated, “if someone told me about all these employee problems, I would not want to be a manager.”This was in 1986.
Story by Jim McGriff, Jr. on May 1, 2016
The Enterprise Social Networks of TravelFirst helps employees to connect more readily to address the unexpected.Addressing unexpected business challenges often requires identification and mobilization
Story by Paul Gromball on December 27, 2010
The First Line Manager: You Have Got to Have Passion About Our BusinessA President of a major electric utility summarized his executive team meeting with the following statement.
Story by Jim McGriff, Jr. on May 31, 2013
Almost every conceivable enterprise from large industrial conglomerates, hospitals, humanitarian organizations, and professional sports leagues to municipal police forces, consumer products companies
Story by Robert Mackey on March 4, 2015
There is a big difference between concensus decisons and colloratvie decisions. One is much more effective because the decision is closer to the worker.
Story by Jim McGriff, Jr. on July 13, 2015
This article was written as one of the requirements to obtain the Innovation Mentor Certification at CIMp.
Story by Luiz Cunha on April 13, 2015
Lately, I read an article in Business Week by a so called expert… in the second sentence the expert made the comment that you should love what you do.Recently, on Good Morning America a reporter was i
Story by Jim McGriff, Jr. on May 5, 2015
I looked up philosophy in the dictionary. Here are a few meanings of the word that verified my thoughts:
Story by Jim McGriff, Jr. on April 25, 2016
Whirlpool Corporation recently added the “bow” to the rock-solid and deeply embedded Double Diamond process which focuses on discovery and development of new opportunities in the front end.
Story by Moisés Noreña on August 7, 2011
In this document we explain how we went from being an organization of hierarchical bankers, to a team of 16,000 systematic innovators who learn every day and believe that everyone can be innovative.
Story by Óscar F. Rodríguez on January 7, 2013
Few companies organize to walk multiple paths to re-invent themselves.Note: if you have a strange feeling of "Been there", or "Read that" no need to flip, and get out the lap.
Story by Frederic J.Leconte on January 4, 2013
Co-Authored By César Awad

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