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...
I’m a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business. If there’s a better recipe for creating...
Retire-a-Little is a program that gives employees the chance to buy back one day a week so they can spend that time on other activities that are important to them.
This hack looks at how an organisation or individual is able to cope with current complex environments to deliver high quality work in the required amount of time.
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.
You probably know people whose mothers loom large - even in their adult lives. Their every move is slowed by the tugging of apron strings and the daunting consideration of what mother would thin
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.
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.
The management religion of PROCESS re-engineering has led to the rationale of splitting “front office” from "back office" functions with the outsourcing and off-shoring of "non core" functions.Y
This time of year we tend to subject ourselves to tough review. We zero in on our practices and tendencies and resolve to take up new, positive habits--and, more importantly, to break the bad. It can be a productive exercise if approached with a clear eye and dedicated follow-through. My question:...
