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
gabrielle-pearman's picture
The global stage is set for emergent countries participation in business.  Technology in travel and communication has broken down cultural barriers.  Comparative advantages along with free t
By Gabrielle Pearman on December 14, 2011
imd-team-7's picture
The Red Cell is an idea borrowed from the military world and adapted for use in the business environment. It provides a competitive advantage due to two primary deliverables.
By IMD Team 7 on November 2, 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
arvind-chaturvedi's picture
Too much process oriented work culture slows down the whole transaction. In my radiology department in a cancer hospital I have discarded all processes which have more than five checks.
By Arvind Chaturvedi on December 23, 2011
kathleen-feely's picture
Seven hundred thousand children were neglected and/or abused in the U.S.
By Kathleen Feely on December 16, 2011
srijayan-iyer's picture
According to Mary Timney, practice is theory-in-place and theory is practice-to-be, waiting to be enacted. Theory then is one’s understanding of the world.
By Srijayan Iyer on October 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
riaan-steenberg's picture
Bureaucracy - almost by definition - is when the process overtakes the objective.I have now worked at a number of extremely bureaucratic organisations and can attest to the following formula to break
By Riaan Steenberg on October 25, 2011
steve-tally's picture
Purdue University has built five 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
orin-davis's picture
Instead of just assigning tasks to employees that end up being a grind, get to know employees and give them work that fits with their interests, talents, and motivations.
By Orin Davis on December 23, 2011
tara-waite's picture
How many times have you been asked if you’re crazy?Insanity has been defined by many great scholars, including the great theoretical physicist Albert Einstein, as doing the same thing over, and over a
By Tara Waite on December 4, 2011
annette-kendall's picture
When looking for the ‘right way’ to manage our organisations and people, it would be naive to believe there is a ‘one size fits all’ solution that will lead us to the overflowing pot of profits at the
By Annette Kendall on December 15, 2011