It's time to reinvent management. You can help.
In a WSJ post I promised that I’d lay out a blueprint for building a company that’s as nimble as change itself—and I will, but first I’d like to share an anecdote about a simple experiment in workplace freedom. In most organizations, the decision-making freedoms of frontline employees are highly...
Blog by Gary Hamel on June 16, 2011
Every new employee at Red Hat quickly learns about memo-list, one of the most visible elements of the Red Hat culture.
Story by DeLisa Alexander on August 24, 2011
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
The so-called shift to knowledge work was actually a shift from prefigured to configured working activities.  It brought with it a shift in the locus of control over the worker's activities - fro
Hack by Fred Nickols on July 11, 2011

Author and MIX Maverick Dan Pink debunks "empowerment" and "flexibility" as simply new forms of control—and makes a case for true autonomy as the ruling ethos for organizations.

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
Here’s a story how a small team tried to bring the best of both worlds together in a complex, corporate setup – effective processes and a humane environment that reaches deep into personal traits.&nbs
Story by Maciej Kaniowski on March 30, 2014

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