SOLVING THE TOUGHEST MANAGEMENT CHALLENGES—TOGETHER GET STARTED

HBR/McKinsey M-Prize: Beyond Bureaucracy Challenge

Creating Inspired, Open & Free Organizations
Start
Finish
12/1/2011
Challenge Begins
12/23/2011
First Round Deadline
1/9/2012
Finalists Announced
2/29/2012
Final Round Deadline

Winners announced!

We’re thrilled to introduce you to the winners of the Beyond Bureaucracy Challenge—the second phase of the HBR/McKinsey M-Prize for Management Innovation.

 


 

All the finalists

Here are the 14 finalists:

 

The Beyond Bureaucracy Challenge seeks to advance progress on making organizations genuinely fit for human beings—more inspiring, open, and free. We invite management innovators from around the world in every realm of endeavor to share the most progressive practices and disruptive ideas around: 

  • Making organizations more inspiring and engaging: What does it mean to build an organization in which everyone is aligned by a deeply-felt sense of purpose—and in which management assumptions and practices inspire and unleash imagination, initiative, and energy from every quarter?
  • Developing an outside-in orientation: What does it take to eliminate the gaps between “sense” and “respond,” to inject the voice of the customer and other relevant stakeholders into every decision, and to make the insights and observations of every individual—from edge to edge—matter?
  • Managing without managers: How do we reduce the performance drag of top-heavy management structures, replace “manager-management” with a more agile self- or peer-management, and replace rigid hierarchy with a vibrant social system?

Read more about the Beyond Bureaucracy Challenge in Gary Hamel and Colin Price’s post.

Submissions may draw on secondary source materials but should be based primarily on first-hand experience or an original idea. In every case, be sure to credit all those who contributed to your story or hack and provide citations to external reference material. 

The Beyond Bureaucracy Challenge will unfold in two stages: a preliminary submission phase (Deadline: December 23, 2011) and a final round for several finalists or finalist teams (Deadline: February 1, 2012). 

All entries will be judged by our panel of leading management thinkers and progressive practitioners, including: 

  • Colin Price, director of McKinsey & Company
  • Gary Hamel, cofounder, the MIX, author of The Future of Management
  • Tom Malone, professor, MIT Sloan School of Management, founding director of the MIT Center for Collective Intelligence
  • Eric Hellweg, Editor, Harvard Business Review Online
  • Polly LaBarre, editorial director, the MIX, author of Mavericks at Work
  • Jim Whitehurst, CEO of Red Hat
erwin-pfuhler's picture
Atmospheric visualization opens the mind and broadens the perspective by employing sketches which are made during the meeting or workshop.
By Erwin Pfuhler on December 12, 2011
steve-tally's picture
Purdue University has built five Top500.org-ranked supercomputers in the past four years, not by receiving millions of dollars in additional funding, but by improving the way in which it managed its r
By Steve Tally on December 23, 2011
winald-kasch's picture
12 months ago FORTIS decided to restructure into a completely outside-in managment model with highly empowered employees to win markets and scale better than competitors.After 12 months with the
By Winald Kasch on November 29, 2011
barbara-little's picture
Citizen engagement and participation in collaborative decision-making in government are to be highly valued and pursued in a democracy.  There are some basic principles that are core to successfu
By Barbara Little on December 21, 2011
thomas-geuken's picture
Perfection can destroy your business!Only 3 takes in the studio, is a showdown with the tyranny of the guided hand and the perfection that reigns in businesses today.
By Thomas Geuken on December 23, 2011
l-prasad's picture
If companies want to become innovative, executiveshave to undestand that problem solvong organizations have to be managed very differently from performance oriented ones.
By L Prasad on November 18, 2011
ramesh-dasary's picture
“Channel Us” is sharing of a success story of culture building for creating higher value and fuel optimism for employee engagement.If we accept that the leader’s job, at its core, is to insp
By Ramesh Dasary on December 3, 2011
imd-group-13's picture
Current management structures are bureaucratic and tend to suppress worker participation in decision making.
By IMD Group 13 on November 7, 2011
_140's picture
On December 12, Google's home page noted the birthday of Robert Noyce, co-founder of Intel.
By Joe Marchese on December 13, 2011
magdalena-pawlowicz's picture
We are proposing an experiment which would result in:1) New public sector governance models,2) New capability transfer to staff in public sector,3) Allocation of part of public sector budget to citize
louis-dietvorst's picture
Forget Taylor's scientific principles, reinvent new, simple, easy to understand principles that fit to the new era we're entering.
By Louis Dietvorst on December 20, 2011
shane-newman's picture
Do you really know who you are? Can one truly be an effective leader without knowing one’s self? This is the journey of self-discovery in leadership.
By Shane Newman on December 14, 2011

Pages