SOLVING THE TOUGHEST MANAGEMENT CHALLENGES—TOGETHER GET STARTED

HBR/McKinsey M-Prize: Beyond Bureaucracy Challenge

Creating Inspired, Open & Free Organizations
Start
Finish
12/1/2011
Challenge Begins
12/23/2011
First Round Deadline
1/9/2012
Finalists Announced
2/29/2012
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
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
rod-collins's picture
Hierarchical bureaucracies are fast becoming obsolete for the simple reason that we suddenly find ourselves in a completely new world with a completely different set of rules.
By Rod Collins on December 6, 2011
njal-larson's picture
All Strategies hinge on successful execution.  While most managers are comfortable planning, many struggle with the intricacies of implementation.  Two factors impact successful execution ab
By Njal Larson on November 18, 2011
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
joris-luijke's picture
The traditional directive style of leadership has been part of our organisational lives because it serves an important purpose.
By Joris Luijke on December 3, 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
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

Pages