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
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
_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
ramesh-dasary's picture
A decade back as a "Change Agent " I supported a project in preparing the employees to implement ERP/SAP. I wish to share the implementation model(the how aspect) and seek comments
By Ramesh Dasary on December 2, 2011
patrick-maher's picture
The organisational utopia consisting of an entirely inspired workforce completely engaged with management, their colleagues, their roles and their organisation and employees empowered to utilise their
By Patrick Maher 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
robert-paris's picture
Who wants to join me in a cup of C.O.F.F.E.E.
By Robert Paris on October 13, 2011
creighton-urgo's picture
I have noticed a shift from companies sending many employees to a single training course to companies sending many employees to separate training courses.
By Creighton Urgo on November 17, 2011
paul-marsden's picture
Twenty is a different kind of recruitment agency started by two experienced recruiters who wanted to build a company whose success depends on the organizational principles they valued in a workplace.
By Paul Marsden on December 22, 2011
group-14's picture
The organisational mantra of up-or-out is, in fact, out. Organiations need to develop a new way of recognising performance, and increase the skill-to-position match.
By Group 14 on November 6, 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
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
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
koli-sewabu's picture
Organisations are open systems in that they affect and are affected by the environment beyond their boundaries’.  Jon Kotter (1996) defined management as a set of processes that can keep a compli
By Koli Sewabu on December 14, 2011
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
christer-edman's picture
There are a lot of people who are loosing their jobs and income which affects families and the whole society. Coach people in all ages and over branches to create jobs and opportunities by using
By Christer Edman on November 25, 2010