MIX Mashup Live Blog: Day 2

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MIX Mashup Live Blog: Day 2

Welcome to the second day of the MIX Mashup live blog. The first day's live blog can be seen here. You can also catch the action on twitter by following @hackmanagement and the hashtag #mixmashup and add your voice to the mix here in the comment section.


That's a wrap for the MIX Mashup Day 2 live blog.

The M-Prize winners in attendance were brought on stage by Gary, Polly and Michele and acknowledged.


Gary Hamel: Help us set the future agenda for the MIX. Tweet your ideas to #MIXAgenda

Loren Hamel and Gary Hamel

Loren Hamel: If a patient describes any employee behavior that involves tenderness, compassion or love, we go around and tell that story to everyone we can.

Loren Hamel

Gary Hamel: Why is it that the values that matter the most to us as human beings are missing from our organizations?


Alanna Krause: How fast and cheaply can we fail? That is the question we should be asking ourselves.

Alanna Krause: A virtuous cycle of innovation: The culture created the tool. The tool facilitates the culture.

Alanna Krause

Alanna Krause's M-Prize winning stories: When Business met Occupy: Innovating for True Collaborative Decision-Making and Collaborative Funding: dissolve authority, empower everyone, and crowdsource a smarter, transparent budget

Alanna Krause: Culture is the software with which we negotiate the social world.

Alanna Krause: Enspiral was brought together around the theme "More people working on stuff that matters."

Jay Goldman

Leerom Segal

Jay Goldman: Our tools are structured around accountability.

Leerom Segal: Technology as a coach, data as a sixth sense, and engineered ecosystems.

Leerom Segal: Technology has evolved, but the technology of management hasn't.

Polly Labarre: Will technology eat bureaucracy?


Gilberto Garcia

Gilberto Garcia: When you open up the company to a social network like SHIFT you have to be ready for some push back from various parts of the company.

Gilberto Garcia and Mark McDonald

Gilberto Garcia's M-Prize winning story: SHIFT Changes The Way CEMEX Works


Polly Labarre and James DeJulio

James DeJulio's M-Prize winning story: Tongal: A 21st century business model for finding top talent and putting them to work on something they love

James DeJulio

Jay Simons: The enemies of transparency are closed, one-to-one conversations held via phone, email, and water cooler conversations. Our solution is persistent group chat.

Jay Simons

Jay Simons: As a culture we try to stop and celebrate team wins.

Jay Simons: The most important thing to encourage innovation is to simply give people the time and space to do it.


Moisés Noreña

Moisés Noreña and Gary Hamel

Moisés Noreña's M-Prize winning story: Whirlpool's Innovation Journey: An on-going quest for a rock-solid and inescapable innovation capability

Moisés Noreña: You have to decide how you'll measure innovation and how you'll reward people for it.


Michele Zanini

Michele Zanini: To learn more about the MIX's hackathon change platform visit mhackathon.com

Michele Zanini: Don't appoint a task force to tackle the problem, but rather invite everybody to "hack" the issue.

Michele Zanini: Think of change not as something you program but as a platform you build.

Michele Zanini: One thing about change management that doesn't change much: the failure rate.


Helen Bevan: We must activate the mavericks, radicals, rebels, and heretics.

Helen Bevan

Helen Bevan's Change day pledge: To support 500 leaders and activists to develop their capability as radical change agents: to rock the boat and stay in it.

Jackie Lynton

Helen Bevan's and Jackie Lynton's M-Prize winning story: Biggest ever day of collective action to improve healthcare that started with a tweet

Heiko Fischer

Kelly Max

Kelly Max: Control feels good but trust is the future.

Heiko Fischer: The HP Way was never put down in words in the time of Dave and Bill. It was expressed in the stories passed down and the personal experiences people had there.


Bjarte Bognes

Bjarte Bognes: It's not about managing performance, but creating the conditions for performance to take place.

Polly Labarre introducing Bjarte Bognes: Steve Jobs famously said "it's more fun to be a pirate than to join the navy". But what if you are a pirate IN the navy?


Frederic Laloux

Frederic Laloux

Frederic Laloux: Power isn't a zero-sum game. When everyone is powerful great things can happen.

Frederic Laloux: It seems that the future belongs to organizations that will function entirely without hierarchy.


John Bunch: One of the pre-conditions to transforming a large organization to being self-organized is that you must have a strong culture that is going to be able to withstand the differences.

John Bunch

John Bunch: Organizations as they grow in size become less productive on a per employee basis, but as cities grow they become more productive on a per citizen basis. So how can companies be more like cities?

Polly Labarre: Let's get to the heart of the matter. How do we move beyond bureaucracy?

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aaronbrook's picture

A great question I find here is "John Bunch: Organizations as they grow in size become less productive on a per employee basis, but as cities grow they become more productive on a per citizen basis. So how can companies be more like cities?"

"Powerful metaphor: traffic light vs. roundabout: efficiency, difficulty, authority"
Luis Solis

Hmmmmm, yes, very good.... I'll steal that!

Advice process: one decision owner + expert advice + impacted stakeholder = decision

LOGICAL PROBLEM!!!: by definition you can't know who the impacted stakeholder is BEFORE you make the decision! The stakeholder and their impact is identified AFTER the decision is made.

I buy my groceries in the Supermarket.... but which one? To make the decision I get together the decision owner (me), expert (my wife) and impacted stakeholders (?? all the supermarkets?.... just the supermarket I'm going to choose??) and together we make the decision?

"Ethics can’t overcome incentives"

The desire to change
and the enthusiasm to change
and the commitment to change
and the need to change

Can't overcome the established incentives (the old "apps"), they are too powerful a force that drags the organization back to "normal".

F.Lal. "structure and coordinating mechanisms":
These are the new apps.

How do you put new apps in first BEFORE you remove the old ones?- is this a question of which comes first the "chicken and egg"?

Get rid of managers BEFORE you put the apps in place, or put the apps in place before you get rid of the managers?
Either which way has got to be a massive investment.