Managing’s Innovation Heroes
Many very talented people are addressing the challenges of managing. I credit them with bringing on managing’s renaissance. It’s a very exciting time indeed.
For those who have most intrigued and inspired me, I respectfully provide them a place in my managing hall of fame.
The actions of many innovators and activists taken together form managing’s renaissance – a distinct departure from the past that creates a whole new possibility going forward.
You will find the first principles of regenerative managing being exercised in many new methods, techniques, and practices of managing. Here are some of the key players dedicated to bringing on a better way of managing who collectively produce managing’s renaissance.
The regenerative managing framework serves to make sense of what all these new heroes are doing with managing.
Peter F. Drucker
Drucker wrote the seminal book on managing back in 1954, The Practice of Management
His ideas on managing are as relevant today as they were when written in his many books published over the course of 50 years. Only now are some of his most profound insights being put into practice.
Professor of Strategy and International Management, London Business School; Director at Management Innovation eXchange.
Gary challenges companies to unleash the potential of every individual contributor as he pursues managing innovation with an evangelical fervor.
MixMashup a gathering of the vanguard of management innovators—pioneering leaders, productive rebels, courageous experimenters, and agenda-setting thinkers from every realm of endeavor.
Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing management for the 21st century.
Scott D. Anthony
Scott D. Anthony is the Managing Partner of Innosight.
Scott’s insights and consulting practices regarding how to deal with creative destruction and re-vitalizing transformation illustrate regenerative first principles in action.
To get a glimpse into his knowledge and thinking, read:
- To Reinvent Your Firm, Do Two Things at the Same Time — Scott’s Interview with Harvard Business Review’s Curt Nickisch.
- Dual Transformation: How to Reposition Today’s Business While Creating the Future
Innosight Strategy and Innovation at Huron consultancy guiding businesses to harness disruptive innovations, develop the capabilities that make innovation repeatable and reliable, and discover, design, and develop new business opportunities.
William L. and Vieve Gore
Bill and Vieve Gore founded W. L. Gore & Associates in 1958. Gore is a materials science company focused on discovery, productive innovation and rewarding careers for our Associates.
At Gore, power flows to value. At Gore you are only a leader as long as you can garner followers.
Founder of self-managed Semco company in Brazil and author of several books and articles on how to make an organization thrive. Semler truly respects the whole person of those who work for Semco.
SEMCO Partners an active portfolio manager that adds value to a variety foreign corporations expanding their business in Brazil.
Semco Style Institute offers training to teach managing that treats adults as adults, puts people above organizational modes, and sees freedom and self-interest as the basis for collective alignment.
Beyond Budgeting Institute: ‘Beyond Budgeting’ means beyond command-and-control toward a management model that is more empowered and adaptive. It is about releasing people from the burdens of stifling bureaucracy and suffocating control systems, trusting them with information and giving them time to think, reflect, share, learn and improve.
Doug began his career at Mornging Star Farms and now engages with the Morning Star Self-Management Institute and other vibrant organizations and leaders to co-create the future of management. An organizational change consultant, TEDx and keynote speaker, executive coach, writer, educator and author of Beyond Empowerment: The Age of the Self-Managed Organization.
Morningstar Farms, Founded by Chris Rufer, the world’s largest tomato processor, is flatter than a pancake leveled by a steamroller. There are no managers. No directives from above. No promotions. No titles. See this article in Inc.
Morning Star Self-Management Institute: Also founded by Chris Rufer to promote self-management that brings organizational structure to an enterprise spontaneously. The managerial functions of planning, organizing, staffing, directing and controlling are the personal responsibility of each Colleague.
As a social entrepreneur Richard founded in 2008 the Peter Drucker Society of Austria and in 2010 the Peter Drucker Society Europe. He is the president of both. The Peter Drucker Society has as its mission to be a catalyst for the improvement of Management as a vital role in modern society. As the crystallizing yearly event the Drucker Society organizes the Global Peter Drucker Forum.
Steve, a prominent managing activist, simply makes sense of managing and what the next generation of managing needs to be. He is a member of the Board of Directors SD Learning Consortium, provides his insights and observations as a Forbes contributor, and has authored The Leader’s Guide to Radical Management.
Roger L. Martin
Roger is an Institute Director, Martin Prosperity Institute, Rotman School of Management.
Martin brings new modes of thinking to management with such books as:
Deloitte LLP‘s Center for the Edge develops original research and substantive perspectives on new corporate growth that helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology
Clayton is a Professor of Business Administration, Harvard Business School.
Christensen developed his theory of disruptive innovation and now puts it into practice through his institute.
Recently recruiting people to his Agility Scales project calling for enterprises to become not just agile, a holacracy, teal, or some other variation on self-organization, but become Shapeshifters that achieve the benefits of both control and self-organization.
M3.0 Management 3.0 is a movement of innovation, leadership and management. Management 3.0 sees management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority.
Julian serves to make sense of what managing needs to be. He is a Professor of Strategy and Entrepreneurship, London Business School. Author of several books, including Reinventing Management and his latest, Fast/Forward where he makes the case for adhocracy and the replacement for bureaucracy and meritocracy as essential to thrive as an enterprise today.