HBR/McKinsey M-Prize: Management 2.0 Challenge

Part One of the Harvard Business Review/McKinsey M-Prize for Management Innovation
Challenge Begins
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.

mari-teitelbaum's picture
BORN Ontario delivers innovative management by enabling highly-trained professionals to manage themselves. An environment of “Management by Information,” provides tools for superior healthcare.
By Mari Teitelbaum on July 18, 2011
michael-f-kelly's picture
There's a limit to Web 2.0 that shows up in all of its uses, including the M Prize process: it doesnt really produce effective new management systems that will work, just islands of good practice and
By Michael F Kelly on July 18, 2011
heather-kingsley's picture
Modern management systems need to harness web technology to provide a real time interactive platform to harmonise team objectives and priorities.
roger-johnson's picture
Utilizing a robust set of idea management software solutions, also known as, has created open and engaging communities that allow collaboration and innovation by all stakeholders ac
By Roger Johnson on July 18, 2011
andreas-stokas's picture
Information in the companies is stuck between front line employees and middle management.
By Andreas Stokas on July 18, 2011
andy-mulholland's picture
A few years ago we launched  a “microblogging” system called Yammer at Capgemini.
By Andy Mulholland on July 18, 2011
tsukasa-makino's picture
Most of the resources for businesses were possessed by corporations. Employees had to give up their freedom in exchange for salaries and resources.
By Tsukasa Makino on July 18, 2011
alexander-polonsky's picture
Wouldn't it be great to get a crowd of experts to invest a bit of time in your enterprise in an effective and meaningful way, especially when traditional investment is too costly or simply not availab
akhir-syabani's picture
Web 2.0 makes the process faster. I mean, real quick, we know that.Management now should make quick decisions in a blink of an eye.Or as Malcolm Gladwell says, Blink!
By Akhir Syabani on July 18, 2011
jon-ingham's picture
A major feature of management in organisations is ongoing change.  Change itself has changed (see Gary Hamel's video on the home page of the MIX).
By Jon Ingham on July 18, 2011
john-mushriqui's picture
“The central principle behind the success of the giants born in the Web 1.0 era who have survived to lead the Web 2.0 era appears to be this, that they have embraced the power of the web to harness co
By John mushriqui on July 18, 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
lyn-daly's picture
How can local body councils entice thier communities to talk with them so that they can plan for community needs?How can coucil staff get invovled and how can this lead to more open and transparant in
By Lyn Daly on July 17, 2011