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HBR/McKinsey M-Prize: Management 2.0 Challenge

Part One of the Harvard Business Review/McKinsey M-Prize for Management Innovation
Start
Finish
5/25/2011
Challenge Begins
7/18/2011
Final Round Deadline

Winners announced!

We’re thrilled to introduce you to the winners of the Management 2.0 Challenge—the first phase of the HBR/McKinsey M-Prize for Management Innovation.

 


 

All the finalists

Here are the 20 finalists:

 

In the first leg of the Harvard Business Review-McKinsey M-Prize for Management Innovation, we invited management innovators from every realm of endeavor to share the most progressive practices and disruptive ideas that illustrate how the governing principles and tools of the Web can make our organizations more adaptable, innovative, inspiring, and accountable.

They did. We received more than 140 impressive Stories (instructive case studies) and Hacks (experimental designs), selected 20 stellar finalists, and announced seven winners of the Management 2.0 Challenge.

Read more about Management 2.0 in Gary Hamel’s challenge essay. You can check out the winning entries feature above, learn more about the finalists here, and explore all of the entries.

ross-smith's picture
 As we’ve learned over the last several years, from Richard Florida’s Creative Class to Daniel Goleman’s Emotional Quotient, the soft skills and organizational skills are the most valuable to the
By Ross Smith on July 10, 2011
matt-shlosberg's picture
This story shows how one company made a complete 180 degree turn in management development by letting managers into the wild and letting them do what's natural while developing them through peer-to-pe
By Matt Shlosberg on March 7, 2011
lawrence-coburn's picture
We are a small team.  We don’t have time for status meetings.  We can’t afford middle management.  We have no tolerance for team members that don’t produce.
By Lawrence Coburn on July 7, 2011
roy-zuniga's picture
Federated Decision Making is fundamentally about a trade -- one group asks another to vote on whether to expend resources to meet a member's need.
By Roy Zuniga on July 17, 2011
isaac-aiwansoba-osaghae's picture
LEADERSHIP: A CASE FOR EFFECTIVE DECISION MAKING. The subject of leadership is a very interesting and uncodified discipline.
cynthia-wallis-barnicoat's picture
This Hack proposes options and opportunities for radical change to all levels of traditional operational processes by moving the organisation to the Web 2.0 space.
neetan-chopra_1's picture
Re-architecting the structure of the new age organization as a collection of autonomous cells, each performing a specialist service, bound together by the melody of a common purpose.
By Neetan Chopra on June 23, 2011
charles-prabakar's picture
Purpose Innovation driven “purpose bundles”, are products and services from variety of related and unrelated industry providers that are bundled togeth
greg-lowe's picture
In a large company, due to geographic diversity, one of the most important elements of work has been eradicated; The Conversation.
By Greg Lowe on June 24, 2011
regnard-raquedan's picture
Using Web 2.0 tenets such as crowdsourcing, gamification, and social rewards, Dogfooding 2.0 solves the problem of  employees not supporting/using products and services of their company.If implem
sonja-dieterich's picture
The white coat of a physician signifies a 19th century model of leadership: authoritative, unchallenged, above and beyond the ordinary. This is not who today's physicians are.
By Sonja Dieterich on July 18, 2011

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