HBR/McKinsey M-Prize: Beyond Bureaucracy Challenge

Creating Inspired, Open & Free Organizations
Challenge Begins
First Round Deadline
Finalists Announced
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
carlos-kumeroa's picture
There’s plenty of material on the Internet about what fear is, but for the purposes of this Hack, let’s call it the ‘barrier to change.’ After reading a lot of great articles and books the message is
By Pumuka Reid on December 5, 2011
stephen-dale's picture
Staff working in the public sector (Government, Local Government and Agencies) –are – for the main part – working on very similar agendas.
By Stephen Dale on July 12, 2011
poly-a-endrasik-jr's picture
I don't know if this is maybe a management style out there but I haven't heard of it per se. In my company there are 3 basic ways to generate an individual's income and they can actually take par
yida-palmer's picture
A community-oriented organization cultivates creativity and productivity through shared value, openness and facilitation.  
By Yida Palmer on November 17, 2011
cesar-malacon's picture
As management have remained unchanging for the last 60 years, companies continue struggling to fully “use” the best capabilities –and intentions - of their employees by eternally trusting in an organi
By Cesar Malacon on October 21, 2011
j-nos-p-l-n-meth's picture
Outside the world of academics popular culture splendidly captured the corporate imperative with the clarion call of “Show me the money!”   That demand is more incessant today with an ever i
rahul-kumar's picture
Bureaucracy today has become a disreputable word for us, but bureaucracy was born out of a need to manage resources as organizations progressively became larger in scope.
By rahul kumar on December 1, 2011
douglas-ng's picture
As organizations grow in size and scale, their business models become increasingly complex.
By Douglas Ng on November 11, 2011
m-ns-edsman's picture
We’re all aware that speed to market with new products and services can be a crucial business differentiator.
By Måns Edsman on December 22, 2011
cristian-mitreanu's picture
A new perspective on human nature, particularly on human needs, allows us to develop a dynamic model of the organization and an integrated top-down-bottom-up approach to management.
By Cristian Mitreanu on December 10, 2011
chris-van-kooten's picture
An alternative approach to setting remuneration levels for employees, based strongly on employees own evaluation of what they are worth, and what they have done performance wise to earn any additional
By Chris Van Kooten on December 9, 2011
claudio-brenna's picture
Regardless of our respective role in a company, you might realize how booked are our diaries at the moment we want to set up a meeting with a customer, a colleague, a peer or even our boss / coach.
By Claudio Brenna on October 13, 2011
ross-smith's picture
Shifts in global, societal, technological, economic, and socio-political trends will shape the future of work.
By Ross Smith on December 19, 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