As you're putting together the guest list for your holiday parties you might want to consider this: not once, but twice over the last five years I've embarked on an in-depth review of the academic and practical literature on leadership. The first time was for a 2006 book with Jeff Pfeffer, Hard...
Open Management: The idea of our time depends on the most eternal values. "Open" just might be one of the most crucial ideas for the future of business. This is very evident with the focus (not to mention, hype) on open innovation in which companies in a systematic way combine internal and external...
When we build leaders, our efforts are often ineffective. People listen but don't execute. They forget 80% of what they learn and can't usually execute 50% of what they do remember.
Good questions generate thought, focus, and action from the listener. They also convey respect. Is it any wonder that 95% of leaders prefer to be asked questions rather than told what to do?
When you ask children what they want to be when they are older, how many of them say they want to be a manager? I've certainly never met one who had such aspirations. In part this is because management is a pretty amorphous concept to a ten-year-old. But it's also because we adults aren't exactly...
One enduring change in the management lexicon brought about by the dotcom revolution was the term business model —how a firm makes money. The concept had been in existence for decades, but the competition between "old" and "new" economy firms, with very different business models, helped to...
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
We have a big dream here at the MIX: to create organizations that are fit for the future--and fit for human beings. It's an aspiration that calls for nothing less than what the philosopher and reformer John Dewey described as a "new audacity of imagination." While "modern" management has delivered an immense contribution to global prosperity, the values driving our most powerful institutions today are fundamentally at odds with those of this age--zero-sum thinking, profit-obsession, power, conformance, control, hierarchy, and obedience don't stand a chance against community, interdependence, freedom, flexibility, transparency, meritocracy, and self-determination. It's time to radically rethink how we mobilize people and organize resources to productive ends.
