Work can be fun. But until now there has been no systematic way to make it so. We analysed people’s motivation and built a taxonomy of 21 types of fun.
Senior managers are often reluctant to break rank and suggest bold new ways of working or indeed to back their colleagues in taking such decisions, preferring to stick to the safe, tried and tested mi
The current industry model is broken. Our economy is built on a ‘take make waste’ model that negatively impacts environmental and human systems and is not tenable in the long term.
You thought you did everything right—gathered market research and consumer insights; brainstormed, prototyped, and tested a promising new idea; developed detailed financial models and a solid marketing plan. Yet your company’s new product or service didn’t perform as expected. What did you overlook?
by Joy Kosta Two articles in the business section of last Sunday’s New York Times got me to thinking... ”Does It Pass the Smell Test” was about the position a person is in when their leader asks them to bend or break the rules and do something unethical at work. Has the economy moved people to take...
Leapfrog ideas happen in a state of extreme euphoria or utter distress. The first situation is explored by comparing innovation with sex. Valuable lessons can be learned.
Just a few weeks ago Harvard Business Review and McKinsey & Co. opened the first leg of their 2012/13 M-Prize challenge: " Innovating Innovation ." The M-Prize's overall goal is to "surface the world's most progressive management practices and most provocative management ideas" and connect and celebrate individuals reinventing management. This particular challenge — where I'm serving as a judge — seeks "real-world case studies and bold ideas that demonstrate how every element of a company's management model can be retooled to make it innovation-friendly."
