Of all of the people talking or writing about the future of business right now, no one has more street cred than Gary Hamel. I’ve written about him many times before, and his book The Future of Management is one of the most inspiring and meaningful business books of the last 10 years.
Last year at the World Business Forum, when Gary called open source one of the greatest management innovations of the 21st century, there was some serious high-fiving going on amongst us open source business types.
So I’ve been watching closely as Gary and a team of management superstars have launched an open innovation experiment called the Management Innovation Exchange, or MIX. In the video below, Gary explains a little bit about the goals of the MIX.
Here’s how they describe the MIX on the website:
“The Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing management for the 21st century. The premise: while “modern” management is one of humankind’s most important inventions, it is now a mature technology that must be reinvented for a new age.”
From spending some time on the site, it clearly shares a lot of the same foundations as the open source way, even if the MIX folks prefer the term open innovation.
One of the most wonderful bits? The MIX is a meritocracy, where anyone can join, submit management hacks, stories, or barriers, and then collaborate with others to explore the ideas further.
[Read the rest of this post on opensource.com]
Last night, Red Hat President and CEO Jim Whitehurst gave a talk to a group made up of mostly students and faculty at the NC State School of Engineering. Nice writeup of it in the student newspaper here. His ideas were very timely for me; just the other day, I wrote a post with some tips for companies with 20th century cultures trying to make the move into the 21st century.
Jim Whitehurst is in a rather unique position because he has managed both an icon of the 20th century corporation (Delta Airlines) and what we’d like to think is a good example of the 21st century corporation here at Red Hat.
Because of his experiences, Jim is able to clearly see and articulate the differences between the old model of corporate culture, based on classic Sloan-esque management principles, and the emerging model, based in many ways on the power of participation broadly (and in our case, the open source way specifically).
One very simple point Jim made that really struck me: Companies with 20th century business models need to realize that they are already hiring 21st century employees.
People coming out of school today have grown up in an age where the ability to participate and share broadly is all they’ve known. These folks have grown up with email accounts, the Internet, Facebook, and all of the other trappings of a connected world.
So when they graduate from school and take jobs working in old-style corporate cultures, where progressive principles like transparency, collaboration, and meritocracy lose out to the old world of control, power, and hierarchy, what happens?
I happened to catch General Tony Zinni on The Daily Show a few weeks ago. This was the first time I’d seen him talk, and I found him to be an incredibly creative, thoughtful man. So this weekend, I sat down and read his recently published leadership book Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom. If you want to learn more about General Zinni’s long list of accomplishments, both inside and outside the military, there is a really good Wikipedia profile of him here.
In this book, General Zinni describes an introspective, creative, and rapidly changing American military mindset. After reading, I’m convinced the subtitle should have been something like “Lessons from the New Military for a Corporate America Totally Blowing It.”
This book provides a crisp analysis of the failures of the 20th century leadership model still prevalent in most businesses today. It is an indictment of the post-economic-meltdown-state of American business, which he believes was caused in large part by a systemic failure of this traditional leadership model.
Like a true man of action, General Zinni brings his own ideas and experience of leadership methods that work in the high-pressure, high-risk world of the military to the table. He provides a vision for how we can fix what is broken, and shows what the leadership model for the 21st century organization could be.
Very cool article in the New York Times yesterday entitled Care to Write Army Doctrine? With an ID, Log On.
The gist is the Army is running an experiment in mass participation, allowing any member of the Army, from five star general to latrine specialist, to edit a test group of seven Army field manuals using an online wiki. From the article:
“For a couple hundred years, the Army has been writing doctrine in a particular way, and for a couple months, we have been doing it online in this wiki,” said Col. Charles J. Burnett, the director of the Army’s Battle Command Knowledge System. “The only ones who could write doctrine were the select few. Now, imagine the challenge in accepting that anybody can go on the wiki and make a change — that is a big challenge, culturally.”
It sounds like the reaction within the Army has been all across the map, some viewing it as an extremely progressive step forward to others thinking the idea is totally crazy. But top Army leadership appears to be behind the idea. Again from the article:
The idea has support at the highest ranks. Lt. Gen. William B. Caldwell, the commander of the Combined Arms Center at Fort Leavenworth, Kan., wrote on the center’s blog on July 1, that “by embracing technology, the Army can save money, break down barriers, streamline processes and build a bright future.”
Here at Dark Matter Matters, we give this idea a huge +1. The army is employing some of the same principles we open source folks have employed to great success. A few key parts of the open source way applied here: