SOLVING THE TOUGHEST MANAGEMENT CHALLENGES—TOGETHER GET STARTED

Quick MIX

When it comes to building management and business models that are fit for the 21st century, one of the fundamental challenges is developing organizations that are capable of discovering, nurturing, aggregating, and appropriately rewarding contributions from employees, customers, and other stakeholders across boundaries.

That’s a two-part problem. Organizations that are built to thrive in the Innovation Economy must focus both on unleashing human capacity—designing environments and systems for work that inspire individuals to contribute their full imagination, initiative, and passion every day—and on aggregating human capability—leveraging new social, mobile, and digital technologies to activate, enlist, and organize talent across boundaries. Help us kick start the SAP Unlimited Human Potential Challenge by answering this question:

What is the one thing you'd change to help organizations unleash and organize human potential across boundaries?

Submitted Ideas

Hire People, Not Skills / Resumes

Idea by Norman Klaunig on December 11, 2013
Instead of filling immediate needs, look proactively for the right people. Needs and skills requirements keep changing. A successful organization needs people who work well with others and are willing and eager to keep learning. Develop those people, reward them right, and make sure to retain them. (Loyalty is a two-way street.) This will improve consistency and long-term success. To do this, hire managers and recruiters with the right people skills who are smart and brave enough to see the human being behind a resume.

Create a Fulbright-style Exchange Program for Businesses

Idea by Marcia E. Walker on December 3, 2013
The concept behind the Fulbright Exchange program is simple: Enable promising leaders to live for an extended time in another culture to truly understand that humans from other countries are precisely that - humans, with families and dreams and hearts and souls, all striving for goals very similar to our own. When we see the humanity in each other, we engage with kindness and understanding, instead of fear and defensiveness. What if businesses would enable those with apparently opposing views to “live together” for a year? Examples: Environmentalists working in a mine, insurance managers living, daily, alongside hospital employees. Imagine the collaboration and understanding that could be built, one human at a time.

Introduce a holistic performance evaluation

Idea by Bjarte Bogsnes on December 5, 2013
Don’t evaluate performance based on narrow measurement and KPI targets. KPIs are Indicators only, they seldom tell the full truth. Take off the measurement glasses and pressure test measured results before concluding. Make room for values; how were results achieved? Were there major changes in assumptions, significant tailwind or headwind? How ambitious were those targets? Don’t punish those who stretch and don’t fully make it. Remember Einstein: ”Not everything that counts can be counted, and not everything that can be counted counts”. Measurement can be a good servant, but is a lousy master.

Reputation-driven skills marketplace

Idea by Reuven Gorsht on December 9, 2013
Today's companies do not lack ideas or capital. They lack the ability to execute ideas across the organization with speed and scale. To accelerate execution, we must rethink sourcing talent from traditional organizational hierarchies and organizational silos. Creating talent marketplaces that are built on capabilities, experiences and the employee's desires coupled with reputation will dramatically flatten organizations. These marketplaces will foster empowered and networked cultures and enable companies to fully unleash their talent for a competitive advantage while motivating individuals for success and personal accountability.

Embrace peer regulation, abolish top-down control

Idea by Polly LaBarre on December 2, 2013
Top-down control systems ensure high levels of compliance but do so at the expense of employee creativity, entre­preneurship, and engagement. To fully unleash human potential, tomorrow’s control systems will need to rely more on peer review and less on top-down supervision (see how Morning Star embraces peer review).

Build flexible hierarchies

Idea by Michele Zanini on December 2, 2013
Organizations should replace the traditional top-down pyramid with “natural” hierarchy, where status and influence derive from the ability to lead rather than from the ability to play politics (WL Gore is a good example of this). In natural hierarchies, power also flows rapidly toward those who are adding value and away from those who aren’t (think Amazon reviewers).

Open appraisal for all employees including Glassdoor style pros/cons/advice to management

Idea by Ramesh Ramakrishnan on December 8, 2013
More often than not, the value that a company creates/delivers gets errorded because of the silos (departments/KPIs/Budgets etc) and/or it costs more (time/money/frustration/opportunity lost) to create/deliver the same value. If everyone knows what someone is supposed to do, how much resources they have at their disposal and how their performance is and how their efforts are linked to the bigger picture, then lot of silo or 'effort vs value' correction will happen ( streamlining excess budgets, ineffective KPIs, org structure..). In future businesses cannot modernise/transform their current silos and survive, business models need to be completely re-engineered and this open appraisal system can remove the corporate 'handbrake'- which is a starter! If we were used to having our school/college grades out in the open, why don't we have the same system at work! The Technology is there, we need to get the Psychology right! - Ramesh ( Twitter @Ramesh_Ramki)

Tools. Not rules.

Idea by Dainius Jocas on December 7, 2013
To unleash the full potential, people should work with the combination of the best available tools and with tools that they master best. Tiresome, mundane tasks of dealing with quirks of the infrastructure are the best human potential killers. Everyone wants to perform great, and shiny toolkit is the common attribute of a great performer. Rules, e.g. BYOD (Bring Your Own Device), should not prevent from having the best tools for the task at hand.

Encourage employees to have a balanced life outside of work

Idea by Greg Marcus on December 6, 2013
Imagine every employee freed of the guilt and stress of trying to balance work and home life. How hard is it when we need to care for a sick parent, or even take the car to the shop. Remove the guilt - encourage everyone to stop working by 5-7 PM, not work at all at least one day a week, and build a community outside of work Who would you rather handle the crisis at 10 AM? 1. The person who was working till midnight and is already on their third cup of coffee, OR 2. The person who had a relaxing evening with someone special, dinner, a walk, lovemaking and then a good nights sleep. Without someone to balance work, we work longer hours, make more mistakes, and become emotionally attached to the office, which results in poorer decision making

Simplify Budgeting

Idea by Trevor Carlow on December 11, 2013
WHen people have ideas, unfortunately at SAP it requires "budget" to implement. Although this is funny money most innovations are squashed before they are even started. For instance Search on Hana. We can create an brand new product for our customers and renovate the search experience for our internal colleagues, but have no money to implement the great ideas

Gamify projects

Idea by Kai Goerlich on December 11, 2013
Projects - internal as well as external - should be organized as gamified challenges. Organizations would describe the project as a contest of teams with set goals, timelines and expectations, but would let the workforce decide about the team members. Interested individual would post their project ideas and look for followers across the organization and beyond, independent of hierarchies, i.e. managers can become team members as well and everybody can be the project lead if he or she finds enough followers.

Tap into the human need for 'Purpose' rather than 'Profit'

Idea by Schalk Viljoen on December 4, 2013
Countless studies have shown that people are happiest when they feel they have a purpose and that they are of service. In fact that they 'matter'. Defining roles in terms of 'purpose' and how people can be of 'service' rather than how the individual generates 'profit' would lead to a rich working experience that would inevitably lead to a successfull organization. The 'profit' will come.

Gamify projects to unleash human potential

Idea by Kai Goerlich on December 13, 2013
Setting up projects as challenges will change the way organizations solve problems and collaborate. Instead of handing over projects in the traditional hierarchical way, projects will be openly published with scope, timing and goals. Every interested employee can assign for the project lead by announcing her or his ideas of how to solve the problem and by collecting followers. The latter can come from any hierarchical level or part of the organization. When enough followers (depending on the scope) support the project idea or leader, the project team will start working. Teams can contest against each other and the results be openly shared.

Launch Hackathon style innovation contests

Idea by Adel Lagha on December 5, 2013
Launching innovation contests with broad topics and a lot of freedom in choosing the implementation tools is bound to unleash human potential in organizations. A lot of employees are seething with ideas and looking for the opportunity to showcase them and be recognized for them. These contests need to stipulate that the participating teams need to be composed of different employee profiles: developers, QAs, accountants, etc. This diversity of thinking styles will have a huge impact on the innovation process and will inspire each member in the innovation contest. Last but not least, offering a good reward, financial and non-financial, will help boost the teams’ spirits and allow them to give their bests. “Hackathons” are an example of these innovation contests.

Walk in Another Person’s Shoes

Idea by Jonathan Becher on December 2, 2013
Empathy is fast becoming a business imperative and a leadership skill that we need to cultivate and reward. A focus on understanding other points of view is vital to achieving the right business outcome for the entire enterprise, not just for ourselves or our teams. In the same way we all come together during times of disaster, imagine a better run world where people pull together towards a shared, higher purpose in their daily work. Imagine a world where people listen more, talk less; care more, push less; serve more, and sell less. The potential is limitless.‬

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Surprise & Delight with Six-Star Service

Idea by Julie Barrier on December 3, 2013
Just like the luxury hospitality industry focuses on delivering the ultimate in customer experience to their clientele…what if companies that are not in that industry did the same? I’d love to see employees measured and rewarded by going the extra mile in their ability to “surprise and delight” each other as colleagues, and the people they do business with. If people were measured by the positive emotions they evoke -- such as smiles on people’s faces, sparkles in their eyes, excitement and passion in their voices -- we would be motivated to bring out the best in each other.

Real peer to peer recognition and rewards

Idea by Wendie Balzano on December 12, 2013
Our SAP passions are all about teamwork, collaboration, group innovation, joining together and being ONE SAP. But when we do our year reviews, it is all me, me and I. All the work we did in collaboration with others becomes something "I did" as an individual. There will always be idividual components in a group effort, but everyone leans on others for support and to complete on time. In high performance teams, the teams self regulate underperformance of team members - so introduce real peer to peer nominations for bonus payouts, progressions and promotions. The way for an individual to get ahead would be by being the best teamplayer.

Fostering new developments, a group´s matter.

Idea by Victorio Piuzzi on December 9, 2013
Make innovation take it´s place at the company...create multidisciplinary groups with people of diverse hierarchies playing the same role, adding ideas and trying to get the right "seasoning" as to make them challenging, enjoyable and achievable in the short/mid term. Involve employees and also working out different solutions as non-profit org for the society´s issues where the enterprise is located.

Abolish (individual) bonuses

Idea by jeroen ermers on December 4, 2013
If there is one thing that stops or at least corrupts boundary crossing collaboration it is the institute of the bonus, especially when collecting it hinges on your personal successes and not on the success of the collective. The only bonus system that might work is the one that rewards the results of the group and only then when these results have proved to be durable and to make the organisation more sustainable in the long run.

Friends of the Corporation - A new engagement model that brings the best and brightest talent to your organization just when you need them!

Idea by Stephen Remedios on December 6, 2013
Human potential is infinite. Most organizations limit their employees to full time contracts. If one were to augment that with the option of 'friends' the possibilities are endless. Imagine I'm a friend of Google, I'm positively disposed to their values and mission. If there is some way i have a weird idea or a concept that I would like to share with them, I would be able to drop them a line and put my wild idea into their database. There are so many people keen to collaborate with great organizations, to share their ideas, to volunteer their time etc. By using technology to enable 'friends' of the corporation, progressive corporations might unlock the potential of the entire planet.

To be THE part

Idea by Jakub Rerich on December 10, 2013
The important challenge for big companies in my opinion is to give employees the feeling they are a part of effective business, that they can influence. It is better to see the whole organization structure and system than only to sit in a office and to do "own part of business". I think this offer many companies today, but the employees don't want or they aren't interested in these things, because they are not motivated to be interested. They're feeling be a little molecule of some system without understand this system. No only to be A part, but to be THE part is important.

Understand who drives organization purpose

Idea by Chris Mentink on December 6, 2013
Instill the understanding that employees doing the frontline work are the ones who are acheiving the purpose of the organization. Everyone else is there to support and serve them. The front line employees are real people setting aside their real lives to provide a benefit to the organization which likely exceeds their renumeration. Help them help the organization by giving them clear direction and expectatons, the skills and tools to do their work, free access to other functional or geographic areas, and help them remove obstacles to acheiving the organization's purpose. The details of how to do this will vary according to culture and probably cannot be formulized.

Give Risk Capital

Idea by Ravinder on December 20, 2013
Every employee should be given a 'Risk Capital' for accomplishing the defined tasks. This could be on an individual / team basis. The employee therefore has the freedom to plan and be accountable for meeting the defined deliverables within the Risk Capital. If he is successful in achieving the defined task within the allocated Risk Capital, there could be an increment to the Risk Capital as well as the defined tasks. If he is unable to be within the Risk Capital, there would not be any increment to either his responsibilities or Risk Capital. Teams could be formed for larger / complex tasks with the cumulative Risk Capital, therefore having the freedom to work on a larger project with a larger capital. In this manner the organisation is clear about the risks associated with each project while encouraging the individual to exploit his potential to the fullest. This also encourages successful teams to be formed. The organisation will therefore encourage entrepreneurs to blossom.

Mass Mobilized Inquiry

Idea by Kelly Swauger on December 4, 2013
To the empowering principle that people can withhold legitimacy, and thus change the world, we now add another. By deliberately changing the internal image of reality, people can change the world. —Willis Harman (1988, p. 1). What would happen if organizations got people to share their hopes for the future? What would happen if organizations were mobilized in a positive way? What if hundreds, thousands of people were invited to bring about a healthy future for their organizations simply by talking about it? The way to do this is not complicated. Ask everyone in your organization to talk about themselves and their teams at their best. What does that look like, sound like, feel like? What are people doing at their best? Inviting people into this inquiry has been shown to enhance engagement, increase innovation, and create an epidemic of positivity.

Embrace the concept: no one or no department has a monopoly on the good ideas

Idea by Phyllis Johnson on December 5, 2013
Make all employees, customers and others feel welcome to give input. Listen carefully when they do. Be sure to record and take into consideration customer complaints and comments. They have good ideas as well. Just think what might be learned if there were a "brain robbery bank" for accumulating all the ideas. And when a particular idea is implemented, be sure to send a token of gratitude.

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Stop Worrying about Who Gets the Credit

Idea by Julie Barrier on December 5, 2013
"It is amazing what you can accomplish if you do not care who gets the credit". Well said, Harry Truman. Corporate cultures seem to get caught up in this, which tends to greatly limit human potential. If we could eliminate individual, ego-driven silos, motivated by selfish agendas, we would build trust and collaboration models that tap into people's strengths, skills, passions, and purpose for existence. Let's focus more on the "what" gets done, "how" it's getting done, and "why" those things are important -- as opposed to "who" is the big hero that gets rewarded at the end. Often, the person getting the credit didn't do most of the thinking or the work. When people are set up to succeed together, chances are, they will give their best and their all. Plus, an added benefit is that the "failures" along the way won't seem as bad.

Abolish meetings (or at least make them all optional)

Idea by Polly LaBarre on December 4, 2013
Meetings are the gateway drug of corporate control. Too many people spend too many hours every week putting in face time in conference rooms or zoning out on conference calls. All too often, these meetings are about ticking boxes rather than making genuine progress—they're what you do *before* you start really working, thinking, collaborating. Take a page from W.L. Gore's book and make all meetings optional (you'll know if it's crucial by how many people actually show up!). If you're serious about unleashing people's best gifts, you have to be ruthless about eliminating the drag of rote bureaucratic practices.

Align vision culture and leadership

Idea by Guido Bosbach on December 4, 2013
My strong believe is that you need to align vision, culture and leadership to unleash the potential and energy off all stakeholders - thus not onle the employees. An emotional vision creates a connecting culture where both need inspiring leadership to allow everyone to buy into the whole thing. The great danger by only addressing one point is that you start curing symptoms instead of taking care for rrot-cause of so many misled companies. People most times suffer from not having a clear view of the future, from corrosive streams and resignative inertia in the organizations and the most they suffer from leaders who manage but do not guide and explore the individual potential in everyone.

Frame - Encourage - Enable. Then get out of the way.

Idea by Christopher Powell on December 8, 2013
An overlooked role of management is setting the conditions to engage people. Crafting a Strategic Framework is key, and different than the business strategy. A framework serves as a catalyst for organizational focus and direction. It extends the creative power beyond a limited set of people – resulting in transformative ideas, often exceeding management’s original expectations. Next, managers should communicate and encourage everyone to “see” themselves within the framework. Here, tools, such as communities, need to be put to use to effectively work across groups. Lastly, trust in people, and get out of their way.

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Invite your workspaces to be made as creative as the people you expect to work there.

Idea by Ben Christensen on December 16, 2013
Human actions & problem-solving thought-processes are directly influenced by the ecology of artifacts which surround them. Believe that untapped human capacity can be magnified or pinched by their ability to influence their immediate surroundings. Flexible or open-source workspaces can invite a person to naturally employ their dormant creativity. Where there is a need for physical workspaces let individual employees and groups of employees that share the same space experiment and determine new arrangements. Consider reconceptualizing the customizability of materials used to compose your walls, desks, etc. Take the flexible cue from the d.school at Stanford.

Gamify projects to unleash human potential

Idea by Kai Goerlich on December 13, 2013
Setting up projects as challenges will change the way organizations solve problems and collaborate. Instead of handing over projects traditionally, they will be openly published with scope, timing and goals. Every interested employee can assign for the project lead by announcing her or his ideas of how to solve the problem and by collecting followers. The latter can come from any hierarchical level or part of the organization. When enough followers (depending on the scope) support the project idea or leader, the project team will start working. Teams can contest against each other and the results be openly shared.

Its FREE transfer season - lets get the best together to solve the hardest problems

Idea by Stephen Remedios on December 6, 2013
What's the equivalent of the Dream Team / Manchester United in the world of organizations? There are great CEO's, great CFO's and so on... but where are the great teams? The problem is that there aren't enough crack teams, working together to take organizations to the next level. What if organizations gave their employees 4 weeks off in a year to collaborate with the best from a host of other organizations? Imagine all the best players from a dozen companies playing together to solve some big problems - much bigger than meeting the next quarterly forecast. Bringing their full imagination, initiative and passion to an issue that can make a difference to the organizations and the world. Wouldn't that be a great example of unleashing their fullest potential?

Use employee crowdsourcing to innovate and solve problems

Idea by Carmen Choy on December 4, 2013
Your best and brightest may be found in every corner of the company. Instead of throwing a small task force at a problem or waiting for the usual 'idea generators' to come up with innovations, why not open things up? Allow employees to take part in the initiatives/projects they are most passionate about, with people from different teams and disciplines. Rethink those rigid team structures, and make it ok for people to 'cross the lines'. You will have proactivity instead of reaction, a sense of personal power and ownership, pride, cross-team pollination, and ultimately job satisfaction.

Listen!

Idea by Achim Muellers on December 4, 2013
The Greek philosopher Epictetus once famously remarked that "We have two ears and one mouth so that we can listen twice as much as we speak". Therefore, listen carefully and honestly to your employees as well as your customers, reflect on what you have heard AND learned and act accordingly. Communication is a two-way street, as opposed to a monologue. Problem is that not only won't you won't learn a thing holding a monologue, it also turns people off.

Hire right people into right positions and give them autonomy

Idea by Olena Kushakovska on December 11, 2013
The right people in the right place with the autonomy to do the things they think are right for the company can open up potential on various levels of SAP. Our hiring techniques as still very much based on quite old fashioned interviews,compare to best in business, and on acquired formal education. We seem to be much less intrested in people's creativity and abilities then in their diplomas, which are of course are important - but I think much less representative now than they were 20 years ago.

Open up decision-making

Idea by Michele Zanini on December 2, 2013
Most organizations control information in order to control decisions and people. Yet developing the most prescient view of tomorrow’s threats and opportunities, or responding to today’s most pressing issues, requires open and uncensored decision-making processes that exploit the collective wisdom of the organization and its stakeholders (see how the Wikimedia foundation accomplished this).

Inspire greatness in the employees

Idea by Stefan Wehlin on December 3, 2013
My idea is to make a tool that captures actually the ideas and visions from the workshops and meetings from employees that can be stored and analyzed, used for the future volatile markets and ever changing world and directly makes the person involved with his ideas and visons

Develop Trust not Control and Reap the Rewards

Idea by Helen Dwight on December 9, 2013
Build trust and motivation by treating employees as unique, talented, and capable human beings - not numbers on a spreadsheet and certainly not individuals who do everything asked of them without question. Understand and care about your employees, know what’s normal behavior and what’s not. Know when to push and when to pull back. Know that sometimes personal issues can’t be separated easily from work. Be supportive, Encourage questions and dialog, Share ideas. By challenging the status quo and contributing new ideas – we all create better solutions. Treat your human capital well .. it will pay you back massively.

Replace Divide & Conquer by Gather & Create

Idea by Nicolas Stampf on December 4, 2013
We think we can understand processes by dividing them in small chunks in order to control them. With the advent of Internet and rapid communications, complexity rose to a level where dividing it doesn't make sense anymore. Instead, salvation resides in embracing that complexity and leveraging it. The problem of complexity is also its own solution. When faced with a decision to make, assemble as many stakeholders as possible and strive to co-create the solution to the problem (not decide which way is best, but co-create a way that will work for all of them).

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Reward failure in the pursuit of success

Idea by Camille Berment on December 11, 2013
Success for oneself or for the company is never a straight road. It is tortuous path with many steps feeling like overall failure. Many good ideas stay in talented people's minds because they are afraid of what their peers will think or say if they fail to achieve their goal right away. With the right platform to communicate ideas across the organization in place, the next step is to foster a culture of trials and error so everyone can dare chasing what seems like good ideas. One way to do it could be posting stories about successful people with an emphasis on the many hard obstacles they had to overcome in the shadow before achieving spotlight recognition. Maybe we don't need to dig for potential, maybe we just need to remove the lid!

Encourage and celebrate Diversity, develop energizing social space

Idea by Vikram Nagendra on December 11, 2013
Encourage every aspect of diversity to extract maximum potential. Younger people for disruptive ideas, older people for consolidation and harmony, women for work-life balance ideas, ideas from different cultural backgrounds and upbringing. Consciously build teams and processes that foster the idea that each and everyone count in their own unique way at every stage of their career and abolish the idea that productive contributions happen only after gaining certain experience and growing up the 'ladder'. Build energizing social spaces within and outside the workspace. Apart from tearing down the walls between workareas and innovative and flexible office spaces, team up with local municipalities to build welcoming environment outside the workspace where people can relax, exchange ideas, spend time with families etc. Only when everyone from all parts of the world feel that they belong together and their individual contributions matter, will their true potential be unleashed.

5 changes to adopt for a high performance team

Idea by Muzaffar on December 8, 2013
1- Recognition should come from system rather than by way of the individual boasting his accomplishments. 2- Flat organization structure and Communication channels should be open for inter-departmental and interdisciplinary discussions. 3- Innovation and improvement is seldom a planned activity, rather it must be imbibed as part of the work culture. 4- Mutual respect for doing what one is expected to do without constant "reminders". 5- Facilitate mobile access to work to improve efficiency rather than coupling work with the desk .

Realise true human potential with empowerment driven by autonomy and goal alignment

Idea by Jacob Vaidyan on December 4, 2013
I believe humans perform best when they believe in a goal while being free to determine their destiny. The freedom afforded by autonomy in approach and collaboration drives greater performance. But it is important to place autonomy in organisation's market and shareholder context. To avoid conflict between autonomy and organisation goals, common goals and effective cascading is important. In my experience, large organisations tend to complicate goal cascading by making it too specific and monitoring it too often. Hence, false Autonomy with goal confusion is one thing that I'd change to help unleash human potential.

People don't work for the company, they work for their boss, exective intentions don't matter.

Idea by Jim Smith on December 4, 2013
Once a year working through consultants, have the CEO ask the employees to anonymously tell him/her through the consultants the really stupid things the company is doing. The consultants then drive that communication to whoever can deal with it. The consultants work for the CEO and can escalate above any manager who rejects the employees suggestion without a valid reason. Absolutely kills silos. Example, ten weeks: SG&A reduced by $300 million, capital by $200 million, inventory by $45 million and morale increased significantly.

Tear Down the Invisible Walls to Unleash Creativity

Idea by Erwin Pfuhler on December 6, 2013
The obstacle to free floating ideas are the invisible walls. It starts on an individual level and goes up to the society stage. As children we had so much imagination, up to the point, when we were taught: Be realistic or this is impossible! Do you remember? Therefore, tearing down the invisible walls starts on an individual level and this is only the beginning. Next are the silos compartmentalized thinking. It is the us vs. them mentality. The excluding vs. including culture. Functions, departments and all entities of an organization are different. Don't talk about diversity, just live up to it. Finally the environment, the stakeholders are our ecosystem and not our enemies. The olympic spirit should rule the game. How to accomplish this? It is a top down approach. Leaders, managers should thrive to assume leadership, are the role models. They should embrace the idea of the open enterprise. It is a bottom up approach as well. Every employee has the power to to overcome his/her own invisible walls and show to peers what is possible, what is the benefit.

Its FREE transfer season - lets get the best together to solve the hardest problems

Idea by Stephen Remedios on December 6, 2013
What's the equivalent of the Dream Team / Manchester United in the world of organizations? There are great CEO's, great CFO's and so on... but where are the great teams? The problem is that there aren't enough crack teams, working together to take organizations to the next level. What if organizations gave their employees 4 weeks off in a year to collaborate with the best from a host of other organizations? Imagine all the best players from a dozen companies playing together to solve some big problems - much bigger than meeting the next quarterly forecast. Bringing their full imagination, initiative and passion to an issue that can make a difference to the organizations and the world. Wouldn't that be a great example of unleashing their fullest potential?

Encourage and Enable Intrapreneurship

Idea by Edna Pasher on December 5, 2013
I find this to be one of the toughest challenges. By definition, employees who join existing organizations are less entrepreneurial than entrepreneurs, who start new organizations! So the challenge is to encourage them to take small risks within the organization and to have enabling infrastructures in place to help them do it. I love Gary Hamel's paper on "bringing the Silicon Valley Inside!"

Diversity enables adaptability enables survvial

Idea by Kate McNeel on December 5, 2013
Adaptability is key to survival in a rapidly changing environment. If we can fully embrace diversity - diversity of age, race, gender, geography and the folks that just think differently - then we give ourselves a much broader pool of ideas to draw on. Token diversity won't cut it, and leaders need to be conscious of their own biases in thinking and perception and actively challenge themselves to broaden their pool of trusted advisors.

Think like a game-designer: if you can create overall added value for your players, you create it for the company

Idea by Mario Herger on December 7, 2013
Instead of the traditional, industrial-style view on what creates value for management and the company, focus on: what creates added overall value for the employee = player? Then they will go the extra mile and indirectly create value for the company. That's called gamification. Enterprise Gamification is an empathy-based process of introducing, transforming and operating a service system with affordances for gameful experiences to support players’ overall value creation for indirectly supporting an entity’s overall value creation.

Emotional engagement in a Wholesome Space

Idea by Naveen Khajanchi on December 4, 2013
I would encourage two way communication between employees ,customers and other stakeholders across boundaries and let each one be heard with care . I would unleash objectivity and leave space for freedom , empowered employees at all levels and then carefully align them to a larger goal or cause that has their passion and pride. Positively disrupting and yet having purposeful purposelessness orientation is what I would gun for.

No More Job Titles

Idea by Julie Barrier on December 5, 2013
Imagine a corporate culture where job titles are eliminated. People earn respect not based on hierarchical status, but rather, on what -- and how -- they contribute to the company's big picture and higher purpose. I envision something that's visionary, inspirational, purpose-driven so we eliminate narrow-minded, agenda-driven silos. For example, in my case, I would no longer be referred to as a "Senior Director of Marketing", but rather, as an "Ambassador for Helping the World Run Better & Improving People's Lives". Imagine if my sales and development and finance and legal and HR and services, etc. colleagues had that same exact title -- ie, ambassadors for the same exact cause. We would all be a single team unified towards a single aspiration.

Organisations as societies

Idea by Martin Zustak on December 3, 2013
Corporations use only a small portion of their employees' human capacity because people are hired to fit certain roles rather than the other way round. Reward me for doing something that I'm really passionate about and good at, and you will unleash my full potential even without trying. That worked in 5,000 BC and will undoubtedly work in the 25th century AD also. Easier said than done. I envisage corporations of the future becoming more than just commercial cargos for delivering a specific vision and profit to the stakeholders. They may have to become ecosystems with fuzzy boundaries, deeply integrating their employees and customers and becoming 'societies' in their own right.

Democratic position definition

Idea by Pablo Delfino on December 4, 2013
What if there is a way of defining the people managing the organization the same way as goverments? Every middle and top managing position should be voted between shareholders, clients, collegues, etc with some clear rules, and have that position for 4 years, if they do a good job they can run for re-election, or for bigger responsabilities and be elected, and so on, if not, they should go back to entry level position, run for smaller office, or get fired. To crazy?

Cure the Pyramid Diseases, Unleash Optimal Organizational Health

Idea by Paul Cesare on December 4, 2013
The following is Cesare's prescription for optimal organizational health. We want to, first, identify the pyramidal power diseases that lead to unhealthy, toxic organizational environments and perpetual smallness. 1. Patronizing/parenting is a disease. 2. Kissing up to the boss is a disease. 3. Bullying is a disease. 4. Diminishment is a disease. 5. Hoarding information is a disease. 6. Manipulation is a disease. 7. Watching other people DOING work is a disease. 8. Machine-like perfectionism is a disease. Next, we will administer the cures. 1. The cure for patronizing/parenting is Partnership. 2. The cure for kissing up is kissing Down and Outwards. 3. The cure for bullying is Self-Assessment and Servant Leadership 4. The cure for diminishment is Multiplication. 5. The cure for hoarding is Transparency. 6. The cure for manipulation is Servant Leadership and Shared Governance. 7. The cure for watching is Doing. 8. The cure for machine-like perfectionism is Organic Trial and Error Experimentation (learning from failure). Curing these diseases are the one thing I'd change to help organizations unleash and organize human potential across boundaries.