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.
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
To varying degrees, everyone has self-centered ambitions: to become rich and famous, to win the race, to have some power over others. Such forces can drive people to work hard and produce results.
Implement a revolutionary, transparent corporate environment that: (1) allows meritocracy to assert its proper influence on the decision-making process; (2) eradicates the power of brow
The world of work has grown increasingly complex in recent years, making the task of management increasingly difficult and the ability for people to self-manage is severely constrained. Managing
GameChanger is a simple, flexible, and real-time innovation process run by an autonomous team at Shell that invests in helping people develop their novel ideas from genesis to proof of concept.
Gary Hamel talks with Charlene Li about the values of authority and influence in organizations that are considered to be leading management innovators.
-- A few weeks ago, we kicked off the Hackathon Pilot, an experiment enabling passionate MIXers to collaboratively "write the chapter" on how to enable communities of passion within our organizations (learn more about the pilot here and here ). During Sprint #2, our pilot team was tasked with...
In Parts 1-3, I recounted the Pull Replenishment saga of how a small team started a bottom-up movement that generated millions of dollars in profit, improved shipping performance to the customer, and
