Co-founder and Managing Director at MIX

Hackathon Public Profile

4 years 6 months ago
Our hackathon team developed nearly 70 mini-hacks during Phase 3.  In this post, we’ll share a few of the contributions we feel have great potential to be developed further into fully-formed ha... More
4 years 8 months ago
As we move into Phase 3 and focus on our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of our... More
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Our hackathon team developed nearly 70 mini-hacks during Phase 3.  In this post, we’ll share a few of the contributions we feel have great potential to be developed further into fully-formed hacks during Phase 3.

By Michele Zanini on July 29, 2014
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As we move into Phase 3 and focus on our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of our effort.

By Michele Zanini on June 24, 2014
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In April 2013, CIPD and the Management Innovation eXchange (MIX) invited HR and business leaders to crack the adaptability challenge through a hackathon—an online problem-solving event designed to harness the collective intelligence of progressive HR and management practitioners from around the world.

By Michele Zanini on November 7, 2013
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Many companies use 360° feedback to gather a wide range of input on the performance of individual managers.  Despite its popularity, the usefulness of 360° feedback can be limited by a few factors:

  • Feedback is typically gathered from people who are hierarchically close (peers or 1 level up or
  • ...
By Michele Zanini on June 7, 2013
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As we move into Phase 2 and begin our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of the hackathon.

By Michele Zanini on June 7, 2013
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In our experience, most executives overweight the advantages of scale and underweight the advantages of flexibility, and this fuels the enduring managerial preference for combining small units into big ones.

...

By Michele Zanini on May 8, 2013
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The "management" piece is traditional performance management typically assumes top-down control--that is, someone higher up the chain is supposed to ensure that their "direct reports" are delivering the expected performance.  The hierarchical approach creates several issues that Bjarte and others have pointed out--e.g., extensive gaming, overreliance on the judgment/expertise of...

By Michele Zanini on September 21, 2012