The Bank of New Zealand introduces a new business model by upending its management model, and empowering branch managers to think and act like business owners.
TANDBERG breaks the engineers' monopoly on inventing by bringing its leaders, sales people, channel managers and sales engineers into "soft R&D labs." Their inventions are new "moves" that ge
Broad employee ownership of enterprise is MONDRAGON’s key to a long-term capitalism. It is the centerpiece of a values-based business model captured in our logo, Humanity at Work.
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
This case study shows how Microsoft Netherlands (MS Netherlands) successfully implemented a radical and wide-ranging change to its management approach.
people engagement 1.0 is dead having an arrangement that creates significance & certainty, some variety and strong connection will flow to contribution & growth (innovation & discreti
Organizational change usually comes from people at the top. Employees often find it hard to create change in the organization because they aren't heard.