M-Prize Menu

HCL M-Prize: MBA Challenge

HCL M-Prize: MBA Challenge
Challenge Begins
Final Round Deadline

M-Prize Challenge

Winners announced!

We’re thrilled to introduce you to the winners of the HCL MBA M-Prize.

Do you want to play a role in improving the technology of human accomplishment?

Would you like to see your ideas make a real difference in making organizations around the world more innovative and more effective?

Are you interested in putting $50,000 to work leading a real-world management experiment inside a progressive global company?

If so, the HCL MBA M-Prize is for you.

The values driving our most powerful institutions are fundamentally at odds with those of this age. Zero-sum thinking, power, conformance, control, hierarchy, and obedience don’t stand a chance against community, freedom, flexibility, transparency, meritocracy, and self-determination. And yet, competitive pressures, executive compensation systems geared to the short term, and entrenched authoritarian management practices all conspire to reinforce the disconnect between individual and institutional ambitions. The result: a widespread culture of fear, mistrust, and disengagement—and organizations that are uniformly less inventive and inspiring than the people within them. We all deserve better. What’s more, our future depends on it.

The MIX invites MBA students from around the world to invent a hack aimed at redistributing power, unleashing human capability, and fostering renewal in our organizations. We’re looking for the most original thinking, the most powerfully-developed vision, and the most cleverly-designed experiments for making progress when it comes to transforming our management systems, organizational structures, and behavioral norms so that everybody can contribute their best gifts, make the most impact, and reap the best rewards.


  • Grand Prize: The chance to implement your idea in a progressive global company. HCL Technologies, a global IT Services company and MIX partner has set aside $50,000 to fund a management experiment based on the winning hack. 
  • Cash prizes: to top 3 hacks (winner: $5000; 2 runners-up: $2,500) as well as to each finalist ($500 each). 
  • Global recognition: All winners will be featured on the MIX and MIX partner websites (including, the McKinsey Quarterly, Gary Hamel’s Wall Street Journal blog
  • Featured placement on the MIX (and a substantial boost to your reputational capital and ranking on the MIX)
kevin-turner's picture
The annual reports of many publicly listed entities proudly state that people are their greatest assets.
By Kevin Turner on March 1, 2011
eidit-hashim's picture
Imagine if Toyota decides to stop selling cars today and instead start selling smart home appliances tomorrow.
By Eidit Hashim on February 10, 2011
team-4-lbssemba2011's picture
It’s a generally-followed practice for managers to make reward decisions about their direct reports.  This encourages a manager’s direct reports to withhold (in part, or in total) certain informa
david-roth's picture
Tech companies have unleashed the creativity latent within their organizations through “hackathons” - intense ideation events where teams of professionals move quickly from idea to prototype.
By David Roth on March 20, 2011
mark-young's picture
The truth – you can’t handle the truth’ bellows the colonel in the aptly named film ‘A Few Good Men’.  But the sentiment isn’t restrict
By Mark Young on December 22, 2010
aleksandar-zivaljevic's picture
The aim of Positive Manipulation is to facilitate delivery and maintenance of a functional, productive employee.
satyamoorthy-kabilan's picture
Our goal is to make senior managers more accessible as they move up the management chain, to break down the walls between management and employees and get information and most importantly, ideas, flow
lucus's picture
Organization's today are moving with ever-changing speed and changes. The success factors of organization like people, task, structure and technology are highly open and flexible in approach.
By Lucus on March 9, 2011
lbs-group-10's picture
Senior managers are often reluctant to break rank and suggest bold new ways of working or indeed to back their colleagues in taking such decisions, preferring to stick to the safe, tried and tested mi
By LBS Group 10 on January 10, 2011
aleksandar-zivaljevic's picture
Reaching right levels of the organisation can be a difficult task even for the employees.
luis-cordova's picture
Are all the people working/helping in the same direction and having in mind the same priorities of the environmental issues?
By Luis Cordova on December 6, 2010
lbs-team-12's picture
How many innovations died within big corporations, whose managers failed to spot a breakthrough idea in unchartered seas of innovation portals and CTOs’ e-mail boxes?
By LBS team 12 on January 9, 2011
maria-pinkling's picture
Manager’s today are often referred to as insincere, uncaring, disconnected, and unsupportive.
By Maria Pinkling on March 16, 2011