The Harvard Business Review-McKinsey M-Prize for Management Innovation sought practices and disruptive ideas that can make organizations more adaptable, innovative, inspiring, and accountable. Gary Hamel and team provide an excellent web site for applicable tools and approaches that any leader of large programs will benefits from. Examples of winners include:
The Deliberative Corporation James Fishkin and Bobby Fishkin. The "deliberative polling" approach, which combines deep, in-person discussions with broad-based online contribution, offers a compelling alternative to top-down direction-setting, resolves conflict and eliminates the need for "buy-in."
The Colleague Letter of Understanding: Replacing Jobs with Commitments
(Paul Green) Morning Star is one of the world's leading processors of tomatoes--and one of the most progressive models of a self-managed enterprise. At the heart of this peer-regulated collection of colleagues who determine their own roles and responsibilities is the "Colleague Letter of Understanding" or CLOU.
Nobody's as Smart as Everybody--Unleashing Individual Brilliance and Aligning Collective Genius (Jim Lavoie) Software company Rite-Solutions has developed a state-of-the-art "innovation engine"-- dynamic marketplace for idea generation and development in which all employees are entrusted with the future direction of the company, asked for their opinions, listened to, and rewarded for successful ideas.
Entangled Talents: a 21st-century Social Learning System (Frederic Leconte) Leading manufacturer of eyeglass lenses, Essilor, transforms cursory, standardized training into a dynamic, collaborative, peer-driven, Web-enabled platform for sharing knowledge and experience. The LOFT (Learning Organization for Tomorrow) program is a collection of initiatives and tools designed to promote locally-grown insights and practices and to turn shop floor workers into peer coaches (some 810 volunteers at 102 sites in 40 countries). The result: new ideas and transformative practices speed around the world horizontally (rather than top-down) and formerly disengaged employees are energized by the opportunity to contribute and learn from their peers.
Shift Changes the Way Cemex Works (Gilberto Garcia, Miguel Angel Lozano Martinez, and Arturo San Vicente) Global building materials company Cemex embraces the "Collaboration Revolution" with a multi-pronged effort to shift behaviors toward more openness, transparency, meritocracy, and community. To accelerate that transformation, the company launched a social platform (called "Shift") to harvest ideas and inject agility into crucial projects. In just eighteen months, Shift has involved some 20,500 people, generated more than 500 self-organizing communities of interest (on topics from sustainability to health and safety), sparked the rapid-fire launch of new products (including a global brand of ready-mix products), and engaged hundreds of employees around the world in defining strategic priorities for the next century.
Civil Servants Cut through the Red Tape and Share Government Forward (Kim Spinder) Dutch Ministry employee Kim Spinder devised a seemingly simple hack of work with a potentially radical impact: civil servants across the Netherlands are invited to share their workspaces, expertise, and resources via a Web booking system and a set of social tools (www.deelstoel.nl). Deelstoel ("share chair" in Dutch) doesn't just aim to share space but to align civil servants with each other and with the communities they serve. The initiative promotes both flexibility and "presence" where it counts, and generates spontaneous connection and collaboration among co-workers and constituents who were previously invisible to each other.
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