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
Editor's note: Research by McKinsey & Company's Organization Practice finds that better collaborative capabilities help companies achieve superior financial performance. These results are supported by academic research, which shows that the ability to collaborate in networks is more important...
CoP's are "a group of people organized for a specific purpose around a shared set of values; who collectively care deeply about the purpose, adhere to the shared values and are selfless in their pursu
When it comes to making an impact and accelerating change, it turns out that the how is as important as the what . That goes for both how you design a disruptive initiative--and how you tell your story. To guide M-Prize participants and would-be management innovators alike, here are a set of high-level principles (and some low-to-the-ground tips) that just might increase your chances of success when it comes to making an impact and impressing the judges and your peers in the M-Prize.
Move from a static, administration-heavy, compentency & performance based talent management system to a dynamic, innovation oriented, cool-sounding talent locator and accelerator,
Innovation can happen by chance, without a determined effort or specific methodology. But when it does, it's more like luck than strategic progress. While there is a role for serendipity in strategy – being able to take advantage of pleasant surprises -- too often, that's the only way companies approach innovation: with fingers crossed.
Most economic theories (and many managers) assume that the best way to get what you want from workers is give them the right financial incentives. But most real people have lots of reasons for working besides just making money. They work to have fun, to socialize with others, to challenge...
Stop and imagine for a moment that there may possibly be a naturally unfolding, emerging awareness, which is currently influencing commercial, business interactions, but also influencing more general
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.
