Management 2.0 Hackathon

MANAGEMENT 2.0
HACKATHON
HARNESSING THE POWER OF THE WEB TO REINVENT MANAGEMENT

MANAGEMENT 2.0
SM

HACKATHON
NOVEMBER 2011 - JUNE 2012

A collaborative project by the Management Innovation Exchange, Saba,
and the Enterprise 2.0 Conference.
managementexchange.com

TABLE OF CONTENTS

3 HARNESSING THE POWER OF
THE WEB TO REINVENT MANAGEMENT

5 INTRODUCING THE MANAGEMENT 2.0 HACKATHON

7 LIMITS OF MANAGEMENT 1.0

9 PRINCIPLES OF MANAGEMENT 2.0

12
INVENT MANAGEMENT HACKS

25 OUR COMMUNITY

30 OUR SOCIAL SOFTWARE PLATFORM: SABA

2 MANAGEMENT 2.0 HACKATHON

HARNESSING THE POWER OF THE WEB TO REINVENT MANAGEMENT

Over the last decade, the Internet has had a profound
impact on business. It has spawned countless new
business models and helped make operating models
vastly more efficient.
SO TODAY’S QUESTION FOR ASPIRING MANAGEMENT INNOVATORS IS

Yet it might offer an even more powerful management model. Thanks to the Web, How can we harness the power of the Web—
we can imagine organizations that are
its technologies, approaches, and underlying
• LARGE BUT NOT BUREAUCRATIC principles—to reinvent management itself?
• FOCUSED BUT NOT MYOPIC
• DISCIPLINED BUT NOT DISPIRITING
• DECENTRALIZED BUT NOT CHAOTIC

At a time when every organization must become more resilient, inventive, and That was the question we aimed to tackle with the Management 2.0 Hackathon,
inspiring in order to thrive, the Web offers a rich diversity of approaches that are a joint collaborative project launched by the Management Innovation Exchange
uniquely fit for today’s challenges. We don’t have to look far for examples where: (MIX), Saba, and the Enterprise 2.0 Conference.

• Coordination happens without centralization In November, 2011 management innovators from across five continents came
• Contribution matters more than credentials together to participate in an intense, online, collaborative effort to explore how
• Power flows to those who add value the principles and practical tools of the Web might make our organizations as
• The wisdom of the many trumps the authority of the few adaptable, innovative, and inspiring as the Web itself.
• New ideas get amplified rather than crushed
• Performance is judged by peers Global, online collaboration at this scale was made possible by a social
• Contribution is opt-in rather than commanded business platform from Saba. This Web 2.0 platform not only enabled efficient,
• The default is to share information rather than hoard it asynchronous collaboration from a globally distributed and diverse community
of collaborators, but provided the ideal platform from which the Hackathon
team could apply Management 2.0 principles to its own efforts.


The Management 2.0 Hackathon
was designed to unleash
the collective intelligence
of progressive management
thinkers and doers from around
the world to generate fresh and
radically practical ideas and
experiments.
And over the months that
followed, 900 people came
together around this shared
purpose—offering perspectives,
generating ideas, leading teams,
contributing hacks.

This is the result of their effort.

INTRODUCING THE MANAGEMENT 2.0 HACKATHON

In the technology industry, the term hack describes a creative workaround or fix to an
existing problem. A hackathon is an intense, coordinated effort to develop as many
useful and innovative hacks as possible in a short amount of time. Our hacks apply
the same methodology to hacking management.

THE MANAGEMENT 2.0 HACKATHON WAS DESIGNED TO DIVE INTO FOUR
FUNDAMENTAL QUESTIONS THROUGH A SERIES OF SPRINTS.

1 2 3 4
hat PATHOLOGIES of
W What are the essential What COMPANIES are already A
nd ultimately, based on
management 1.0 consistently management PRINCIPLES operating on the vanguard of these discoveries,what
hold back organizations and of the Web that make it so management innovation as specific, creative, low-risk,
keep them shackled to the adaptive and innovative? inspired by the Web? high-reward EXPERIMENTS
status quo? can any organization apply—
right now—to effectively hack
management to create more
adaptable, innovative, and
inspiring organizations.


THE MANAGEMENT 2.0 HACKATHON PROCESS

NOV-DEC DEC JAN FEB-MAR APR-MAY JUNE

1 2 3 4 5 6 7
ORIENTATION IDENTIFY DISTILL LEARN INVENT CHART ENTERPRISE 2.0
the limits of Management 2.0 from the vanguard management hacks the path forward CONFERENCE
Management 1.0 principles Boston

Why should we hack What are the What are the new How are “bleeding How would we What are What are the most
management, and pathologies of management edge” organizations build each of the defining distinctive ideas
how? management- principles we embedding radically these principles characteristics from the hackathon?
as-usual? need to create new principles into into a company’s of successful
organizations their management core management organizations in 10- How do we turn
How are these that are fit for the practices? activities? 20 years time? these ideas into
impacting us future—and for real-world impact?
today? human beings? How would we How does a
design low-risk, company begin
What can we learn high-impact the migration
from the Web? experiments to from Management
test our hacks? 1.0 to 2.0?


LIMITS OF MANAGEMENT 1.0

One of our first major tasks was to explore the root causes and misconceptions
that hold back management today.

WE BEGAN WITH THE PREMISE THAT THE FUNDAMENTAL ROOT CAUSES
CAN BE TRACED BACK TO THREE MAIN THEMES:

1. NERTIA
I 2. NCREMENTALISM
I 3. DISEMPOWERMENT

Too little experimentation Too little freedom, time, and Hypocrisy, bad measurements,
resources in the organization and unhelpful perspectives
Organizations are being tested as
never before. They face rapidly in- Radical and repeated innovation is Nearly every industry faces the
creasing competition, pace of change, rare in established companies. They challenge of commoditization. The
and globalization. Organizations that rely on easier, more measurable, knowledge economy is rapidly being
survive will be those that adapt. And short-term results and fail to institu- replaced with the creative economy.
yet, organizations rarely change as tionalize the mindset and values, as Companies require employees who
fast as the world around them. Many well as provide the resources, for a are proactive, inventive, and passion-
find it easier to simply do things the culture of creativity to thrive. ate. Yet Management 1.0 systems
way they’ve always been done. are dampening creativity rather than
unleashing it.


THE PATHOLOGIES OF MANAGEMENT 1.0

INERTIA

1 2 3 4 5 6 7
Too much power Monolithic Too little genetic Too little Too little visibility to Too much emotional Too much influence
vested in too few structures diversity at the top (a experimentation (not “strategy decay” and equity invested in derived from the
individuals (over- tendency to over- enough strategic “creeping sclerosis” legacy strategies budgets and other
centralization) weight experience) variety) (denial) resources individual
managers control

INCREMENTALISM

1 2 3 4 5 6 7
Too few individuals Allocational rigidities Too little “slack” in Too much emphasis Lack of widespread Overly conservative Industry
trained as (that lead to over- the organization on conformance and accountability for (risk-averse) orthodoxies “baked
innovators investment in (time and money to alignment innovation, and lack resource allocation in” to mindsets and
incremental, legacy innovate) of clear innovation criteria processes
programs) metrics

DISEMPOWERMENT

1 2 3 4 5 6 7
Too many people in Little discretion over Lack of a compelling Persistent Too much Too few Leaders who aren’t
leadership positions job design and work sense of purpose mismatches bureaucracy, too opportunities for truly accountable to
who aren’t really environment (beyond shareholder between interests little community real contribution and the led
leaders returns) and assignments personal growth


PRINCIPLES OF MANAGEMENT 2.0

Our second major sprint focused the hackers on the principles that make the Web
so adaptive and innovative. Contributors generated more than 40 relevant principles,
along with more than 100 comments and ratings.

TOGETHER, WE SYNTHESIZED OUR LIST TO THE FOLLOWING 12
PRINCIPLES:

1. OPENNESS 5. COLLABORATION 9. DECENTRALIZATION

2. COMMUNITY 6. MEANING 10. EXPERIMENTATION

3. MERITOCRACY 7. AUTONOMY 11. SPEED

4. ACTIVISM 8. SERENDIPITY 12. TRUST


1. OPENNESS 4. ACTIVISM
The willingness to share information and do business Tapping into individuals’ desire to stand up, opt in, and
out in the open. express themselves.

On the Web, information travels quickly and freely. People have an innate desire to contribute. The Web is
Information can’t hide, and the Web never forgets. The the most powerful tool ever created for people to make
traditional boundaries of business are also rapidly their mark and mobilize toward a common mission.
disintegrating—changing the nature of what it means to When organizations productively cultivate and channel
be an employee, customer, or competitor. Organizations this passion, they will inspire individuals throughout the
willing to blur the lines of what lies inside and outside the organization.
business could have a distinct advantage, particularly when
its leaders display the humility, kindness, and courage that
openness demands.
5. COLLABORATION
The capability of groups of people to work together,
divide tasks, and leverage individual strengths.
2. COMMUNITY
The ability for people with shared purpose to organize Perhaps one of the Web’s most defining characteristics
and engage. is creating the means and the tools to allow distributed
collaboration on a global scale. Organizations can also
The Web has made it possible for people anywhere in the leverage the properties of collaboration—both within and
world to connect to one another to solve problems that no outside their organization—to expand their capacity to
one person could alone. This new form of organization is generate ideas and effort.
dynamic and built around shared purpose rather than the
organization itself. Organizations can leverage peer-to-peer
interaction and the power of community to inspire deep
engagement. 6. MEANING
The most powerful motivations come from within.

With all the freedom, autonomy, serendipity, contribution,
3. MERITOCRACY and experimentation unleashed by the Web, one enduring
An environment where ideas and people succeed truth becomes even more true: the most powerful galvaniz-
based on the quality of ideas and contributions, not on ing force is a distinctive and deeply felt sense of purpose.
age, sex, color, or existing hierarchy. Organizations can tap into a sense of shared purpose and
leverage community principles to increase engagement as
On the Web, ideas are open to anyone and the best can rise never before.
to the top—whether through search rankings, retweets, or
the number of views on YouTube. Organizations operating as
meritocracies may find people to be more motivated when
they know that promoted and funded ideas have earned
their place fairly and with the support of peers, rather than
being dictated from above.


7. AUTONOMY 10. EXPERIMENTATION
The freedom to act on one’s own, making decisions An environment where ideas can be tested quickly and
without direction or approval from higher levels of improved continually.
management.
The Web is always under construction—a perpetual beta
The Web has given more individuals the tools to act where rapid progress trumps perfection. Here people have
independently. Where in the past management was an opportunity to create and test online experiences at a
structured around a command-and-control model, dramatically faster pace and lower cost than ever before.
today’s organizations must provide a deeper and more Organizations today can leverage the same principles—
powerful principle of freedom for the individuals in building, testing, failing, improving—all at great speed and
their organizations. with relatively low investment of resources.

8. SERENDIPITY 11. SPEED
The occurrence of events by chance in a beneficial way The unprecedented pace of change and immediacy of
has always played a fundamental role in innovation. information.

LEARN FROM THE VANGUARD The Web is perhaps the greatest serendipity engine in Because of the Web, vast amounts of knowledge are now
the history of culture, driven by the connective nature of available at an instant. With mobile technology, access to
We also explored where organizations hypertext as well as social media’s continuous hunger for this information is rarely out of arm’s reach. Organizations
are already applying Management 2.0 new things. Organizations should learn from the Web—and must be able to move at the same pace.
principles. Hackers contributed more increase the odds of value-creating happenstance—by
than 30 real-world examples, mapped encouraging more diverse sets of connections to be made
to the principles described. by diverse groups of people, as often as possible.
12. TRUST
You can explore the in-depth results of An acknowledgement that each of us is acting on
this discovery process on the MIX site: good faith and good work will be reciprocated.
http://www.managementexchange.com 9. DECENTRALIZATION
/m20-principles Rather than a top-down approach where activity and The Web and social media are pushing us from a world
decision-making are closely held in small, central ar- of tight control and ownership to one where generosity,
eas—decentralization allows it to happen anywhere. openness, and assumed trust are first principles. The
most successful organizations are built on the most
On the Web, markets can relocate and grow according to successful human relationships. Organizations must
demand. Likewise, organizations can also distribute power replace fear with trust to invite people to share their
and resources in more equitable ways, giving individuals passion, creativity, and effort.
the opportunity to play a role in allocating resources, and
driving accountability and decision-making throughout
the organization.


INVENT MANAGEMENT HACKS

Hackathon participants worked in teams to invent a series of hacks—developing
experiments that any organization can apply today—and then to narrow the field
to the most viable and innovative.

THE FOLLOWING PAGES FEATURE A SAMPLING OF THE HACKS THAT
WERE CREATED.


EMBRACING
Contributed by: Ben Willis, Nyla Reed

“SKILLS 2.0”—
Most have experienced the power of Web 2.0 tools—Facebook, Wikipedia,
YouTube, Quora, and others—that empower us like never before to engage with

LEADING BY and learn from the world around us. Now, new Enterprise 2.0 tools are arriving

EXAMPLE TO in the workplace promising similar benefits. However, to benefit, organizations

CREATE A
need to look beyond the technology to the critical mindsets that allow those
technologies to succeed. They need to embrace Skills 2.0.

NEW WAY OF This hack proposes an examination of individual skills and behaviors that are critical for success in a

WORKING new world of work and uses existing employee strengths to drive organizational change.

This hack includes three core components:
Full Hack on the MIX:
http://www.managementexchange.com/hack/embracing- 1. PREREQUISITES: BELIEVE IN THE BENEFIT OF THESE NEW ENTERPRISE 2.0 MODELS
skills-20 Organizations must acknowledge that new business models are emerging, and understand
how Enterprise 2.0 models can benefit the organization—and believe that individuals can drive
organizational change.

2. SELF-EVALUATION: FOCUS ON STRENGTHS
Individual participants will use this tool to raise awareness of the skills needed to succeed in a Web
2.0 world and identify their top strengths—including completing an assessment and building an action
plan.

3. TEAM EVALUATION: FOCUS ON ORGANIZATIONAL BENEFIT
Participants will have the opportunity to help refine individual action plans to ensure they are targeted
at organizational benefit as well as individual growth/development, and will document and publish the
results.


THE FREEDOM /
Contributed by: Susanne Ramharter, Laurence Lock Lee, Josh Allan Dykstra, Aaron Anderson, Chris Grams

ACCOUNTABILITY
This hack begins the process of changing a Management 1.0 organization’s
culture by recognizing that an increase in personal freedom must be

SWAP accompanied by an increase in personal accountability in order for true
autonomy to emerge. Or, in essence:
Full Hack on the MIX
http://www.managementexchange.com/hack/freedom- freedom + accountability = a culture of autonomy
accountability-swap

Nothing is more Management 1.0 than an organization where employees feel they have no autonomy.
In these organizations employees feel disempowered because they do not have the authority to make
decisions for themselves, to decide how best to use their own time, or to pursue the projects they
believe will help them most effectively meet their goals.

This hack provides a small, but very powerful way for individual managers and employees in
traditional management 1.0 organizations to “think locally” and create islands of autonomy within
their own teams by designing freedom and accountability questions as a transaction to be negotiated:
the Freedom/Accountability Swap.

It works by creating opportunities for an employee to hold open conversations with their manager
about where the employee feels both most and least accountable and the most and least freedom—
and uncover where gaps exist. It also may uncover places where freedom and accountability are
already at their highest. From there both groups can establish a dialog to move both into better state
of balance.


COLLABORATE.
Contributed by: David Mason, Alberto Blanco, Ben Biddle, Jonathan Opp

AGITATE.
This hack outlines a process for healthy collaboration that allows people to
judge ideas and not each other, and helps individuals and groups overcome the

CONVERGE. heuristics and biases that influence thinking and decision making.

Full Hack on the MIX: The goal of this hack is to create a model for collaborating that is more effective (and possibly
http://www.managementexchange.com/hack/collaborate- disruptive) than traditional processes. This new model would allow people to feel comfortable with
agitate-converge the process of productively scrutinizing ideas to make them better and more resilient—without
scrutinizing people and harming relationships in the process.

THE PROCESS IS DIVIDED INTO THREE STAGES:
1. COLLABORATE. 2. AGITATE. 3. CONVERGE.

By starting with collaboration, everyone sets out from the same point of departure in search of ideas
and solutions to the problem at hand. Sanctioning agitation next reminds people that it isn’t personal
but just the pursuit of the best thinking possible. Finally, converging ensures everyone ends up
together, no one is left behind or marginalized, and everyone is ready to collaborate together on the
next challenge. In addition, convergence includes a method for measuring the effectiveness of the
collaboration from each individual’s point of view.


LEADER
Contributed by: Sam Folk-Williams, Jim Stikeleather, Michele Zanini

METER 2.0:
This hack involves the creation of a dynamic system for measuring an
individual’s natural leadership, that is, the extent to which their contributions

SPOTTING are seen as valuable, both inside and outside of an organization, and publishing

THE NATURAL these results for all to see. This borrows from the popular reputational capital

LEADERS
sites like Klout.com and Peerindex.com, as well as from Gary Hamel’s ideas of
how to identify natural leaders. In addition to providing insight into who are an

IN YOUR organization’s natural leaders, such a system provides motivation for employees

COMPANY
to make more valuable contributions.

Full Hack on the MIX Determining natural leaders requires an attempt to measure influence—the scope, scale, and impact
http://www.managementexchange.com/hack/leader-me- of peoples’ ideas and actions on each other. How wide and deep does a given person’s influence
ter-20-spotting-natural-leaders-your-company extend both within the organization and beyond its borders in the industry?

THIS HACK EXPLORES MEASURABLE CHARACTERISTICS THAT ILLUSTRATE
INFLUENCE IN THREE PRIMARY CATEGORIES:

• Natural authority: their expertise and the value others place in that expertise.
• Actions and outcomes: the things a person does that lead to significant positive outcomes.
• Audience: who a person reaches through their authority and activities.


WHY POINTS
Contributed by: Vlatka Hlupic, Jack Bergstrand, Madhusudan Rao, Stefan Blobelt

TRUMP THE
In this hack, hierarchy is reinvented through a contribution-based “points
system,” linked specifically to how each employee impacts the company’s

HIERARCHY results. This means that anyone can earn more money than their boss and earn

TO REWARD equity linked directly to his or her individual and collective contributions.

CONTRIBUTION In the traditional hierarchy and compensation system, hierarchy became a proxy for contribution, and
the higher your level, the more prestige and compensation you received—regardless of the specific

IN KNOWLEDGE personal contributions.

ORGANIZATIONS
This hack creates a model to reward employees with points when they make valuable contributions.
The points provide a basis for compensation and perks. In this system, the most valuable contributors
gain the biggest rewards, only recent contributions count, so employees can not “rest on their laurels”
Full Hack on the MIX: since the points lapse after one year, and work becomes more fun as the reward system is open
http://www.managementexchange.com/hack/why-points- and transparent.
trump-hierarchy


OPEN UP CLIP
Contributed by: Alberto Blanco, Ken Everett, Christian Petersen, Terri Griffith, Ron Pels, Kevin Jones

BY CLIP
This hack is designed to embrace openness by unlocking simple yet routine processes.
One example would be to start with a process as simple as the assignment of office
Full Hack on the MIX supplies. The intent is that this small, quiet experiment leads to larger experiments,
http://www.managementexchange.com/hack/open-clip-clip
where the positive results become public.

Open vs closed decision making requires a fundamental philosophy shift, and shifts in philosophy do not
happen overnight.

The path to openness can begin little by little. Locate simple yet routine processes that are relevant to employees,
even the most mundane annoying processes—vacation periods, sick leave, time clock, travel expenses, office
supplies—and let people take full control.

This will help you operate under the radar as well as guide your organization step by step with a radical yet
practical approach. Once a process has been fully unlocked, find another simple yet routine process and
repeat the experience. Later, once you’ve seen success opening up routines, you can unlock bigger and more
complex projects.


CO-CREATION IN
Contributed by: Stephen Danelutti, Keely Nugent, Edna Pasher, Matt Johnson

ORGANIZATIONS
This hack is designed to create the methodologies and processes to embed
co-creation in an organization. Today co-creation is often paid lip service—most

- A NEW MODEL think they’re doing it and aren’t, or don’t realize why they should. For effective

FOR CREATING co-creation, organizations need simple, repeatable processes that identify
and drive the right habits and culture—along with social technologies for
SHARED VALUE collaboration and transparency.

http://www.managementexchange.com/hack/co-creation- When empowered stakeholders co-create, they realize shared value. A simple, unbureaucratic,
in-organisations speedy, and cost-effective methodology is required where important changes in strategy, process,
or product requires key stakeholder analysis to be conducted. These stakeholders must be involved
in evolving both the solution and the decision making.

This hack involves the establishment of a methodology and a set of principles and technologies that
would help co-creation to be carried out fairly and transparently. Social technologies also serve to
raise visibility—allowing activities such as ideas and decisions to be rated and tracked and knowledge
to be shared.

THE GOAL: FOR CO-CREATION EFFORTS TO BECOME EMBEDDED TO THE POINT
WHERE THEY BECOME HABIT.


OPEN
Contributed by Dina Grasko, Greg Stevenson, David Mason, Jim Stikeleather, Jonathan Opp

CONTRIBUTIONS
This hack establishes a system to enable company-wide contributions of ideas
for stated challenges that are uncensored by management and unweighted in

BY THE HIDDEN terms of perceived lack of authority and expertise. Their originators are anony-

HERO mous, and ideas compete on merit alone.

Full Hack on the MIX: Many individuals within companies are unable to contribute their full value. This could be due to lack
http://www.managementexchange.com/hack/open-contri- of motivation (as nothing changes), lack of knowledge (only top management knows the challenges
butions-hidden-hero and goals), lack of opportunity (my boss shoots down my ideas), or lack of confidence (I can’t disagree
with my boss).

In organizations with steep hierarchies or rigid silos, it can be difficult if not impossible to share ideas
with decision makers without premature bias as to the ideas value being introduced. Good ideas often
aren’t given a chance to survive the bureaucracy.

With this hack, every idea would be clearly visible within the company. And ideas would be judged on
the merits of the idea—not based on the individual who suggested it. As a result, people who may
have felt disenfranchised in an organization and felt like their ideas aren’t being heard will now have
a forum to do so. At a certain point in the process where the idea has enough momentum to stand on
its own, the originator of the idea may choose to become public—both to reward their contribution
and to allow the individual to play a role in the ownership of the idea.


TWEETSTORMING Contributed by: Alberto Blanco, Robin Deacle, Anish Kumarswamy, Aaron Anderson

- REPROGRAM Meetings to brainstorm ideas, whether solving business problems or determin-
ing the way forward, typically take place in conference rooms. This hack asserts
MEETING that organizations can harness the customs of Twitter to crack the silos and

DNA TO OPEN proximally limiting confines of brainstorming meetings. Anyone with access to
Twitter can participate.
BRAINSTORMING
TO ALL Twitter can effectively open up brainstorming to anyone who is thinking about the issue at any given
time. From wherever they are and whenever they like, they can make a new contribution to the flow of
ideas.
http://www.managementexchange.com/hack/ Using hashtags and @functions, a person can drill into the conversation from the most recent post
tweetstorming backward through time to the point of origin. Anyone can sift through existing ideas and then try to
elevate the conversation, all in 140 characters or less. A link to a blog post can capture longer ideas.

In this fashion, everyone from all levels in the organization can participate in the tweetstorm and add
value to the discourse. Even customers and external stakeholders.


JUST-IN-TIME Contributed by: Ben Biddle, Michele Zanini, Jim Stikeleather, Todd Fitch

TEAMS Fixed teams limit knowledge transfers outside of silos and limit connections
between people. They also lead to monotony. This hack replaces organizational
Full Hack on the MIX: silos with networks that more accurately reflect real social interactions and
http://www.managementexchange.com/hack/just-time-
teams relationships. People are organized around competencies and experience toward
solving business problems rather than static functions or roles. The result is a
disruptive model that makes it easier to see old problems in new ways.

This hack involves using fluid team structures 1) to promote new serendipitous connections and
innovation, 2) to develop people for competencies rather than prescribed roles, 3) to better match
those people to business challenges, and 4) to prevent the biases that emerge from authority. It will
improve the creation and evaluation of ideas and make it easier for people to speak their mind in a
mutually respectful way.

The creation of just-in-time teams is designed to disrupt many common, long-held aspects of
traditional corporate organizational behavior.


MORE HACKS Here are some additional great hacks that were generated in the
Management 2.0 Hackathon.

ADVANCING AUTONOMY A STEP AT A TIME
Contributed by: Robin Deacle, Deborah Mills-Scofield
http://www.managementexchange.com/hack/advancing-autonomy-step-time

ALL WORK CAN BE VIEWED AS A SERVICE
Contributed by: Michael Grove
http://www.managementexchange.com/hack/all-work-can-be-viewed-service

LEADING BY LETTING GO
Contributed by: Vlatka Hlupic, Stefan Blobelt, Chris Grams, Robin Deacle, Michael Grove, Antonio Galvan Luna
http://www.managementexchange.com/hack/leading-letting-go

UNCLOG YOUR PIPES WITH THE AUTONOMY (REALITY) CHECK
Contributed by: Robin Deacle, Christian Peterson, Jan Robert Johnsen, Susanne Ramharter
http://www.managementexchange.com/hack/unclog-your-pipes

USING “TRADITIONALLY VIRTUAL” ORGANIZATIONAL STRUCTURE
Contributed by: Jack Bergstrand, Vlatka Hlupic, Emil Wentzel, Gianvittorio Zandona, Michael Grove, Stefan Blobelt
http://www.managementexchange.com/hack/using-traditionally-virtual-organizational-structure


SECURE DIGITAL COLLABORATION
Contributed by: Ian Stobie, Gianvittorio Zandona
http://www.managementexchange.com/hack/secure-digital-collaboration

SHOW VALUE OF COMMUNITY BY WORKING OUTSIDE IN
Contributed by: Ellen Weber, Deborah Mills-Scofield
http://www.managementexchange.com/hack/show-value-community-working-outside

SYSTEMIC/HOLISTIC MANAGEMENT: CONNECTING THE DOTS WITH PROJECT
MONITORING 2.0
Contributed by: Jack Bergstrand, Vlatka Hlupic, Emil Wentzel, Gianvittorio Zandona, Michael Grove, Stefan Blobelt
http://www.managementexchange.com/hack/systemic-holistic-management

FAR TOO MANY PLANS FAIL: REVERSE THE CURSE WITH COLLABORATIVE BUSI-
NESS PLANNING EXECUTION
Contributed by: Matt Johnson
http://www.mixhackathon.org/hack/far-too-many-plans-fail-reverse-curse-collaborative-planning-
execution


OUR COMMUNITY

The Management 2.0 Hackathon was a true social
collaborative effort. This report includes the words
and ideas of many different people from around the
world. All shared a common purpose and generously
gave their time and energy to participate in a project
with people they’d never met, using a novel approach.

Thank you and congratulations.

HACK Aaron Anderson Josh Allan Dykstra

CONTRIBUTORS
Jack Bergstrand Ken Everett
Success of the Management 2.0
Hackathon is the result of the
generous contributions of the
Ben Biddle Todd Fitch
following individuals, who each
contributed to at least one of
the full hacks we’ve highlighted
Alberto Blanco Sam Folk-Williams
in this report.

Stefan Blobelt Chris Grams

Stephen Danelutti Antonio Galvan

Robin Deacle Dina Grasko


Terri Griffith Deborah Mills-Scofield Greg Stevenson

Michael Grove Keely Nugent Jim Stikeleather

Vlatka Hlupic Jonathan Opp Ian Stobie

Jan Robert Johnsen Edna Pasher Ellen Weber

Matt Johnson Ron Pels Ben Willis

Kevin Jones Christian Petersen Gianvittorio Zandona

Laurence Lock Lee Susanne Ramharter Michele Zanini

David Mason Nyla Reed


EDITORIAL Ben Biddle Polly LaBarre

COMMITTEE
Alberto Blanco Antonio Galvan
In addition to participating as
hackathon contributors, the
following individuals volunteered
Thomas Butta Jonathan Opp
to help produce this report
highlighting our work.

Silvia Colombo Milind Pansare

Chris Grams Madhusudan Rao

Vlatka Hlupic Ben Willis

Anish Kumarswamy Michele Zanini


Pawan Alamchandani Tadas Karkalas

ADDITIONAL
Andre Almeida Keri Kellerman
Sameer Bagwe Francois Knuchel

KEY
Gunther Brinkman Brett Kokot
Nev Brown Michi Komori
Lal Chandran Maria Lorna Kunnath

PARTICIPANTS Charles Chapman
Brendan Coram
Steve Davies
Mladen Kvaternik
Olivier Lavergne
Gulshan Longani
Thanks also to these people for their Jacob de Feijter Jim Lundy
Steve Denning James Marwood
generous contributions to the success Amar Dhaliwal Chris McDuling
Branko Djordjevic Marco Minghetti
of the hackathon effort. Susan Domagalski Lorne Mitchell
CJ Downes Janine Moon
Brendan Dunphy Sunil Natraj
Marc Estrella Derek Neighbors
Amy Eyman-LeBlanc Joachim Niemeier
Bernie Frey Dan Oestreich
Robert Gibbon Milind Pansare
Yilmaz Guleryuz Bill Park
Jeremy Haines Hyoun Park
Rachel Happe Mahesh Patil
Christina Hata Carlos Primera
Jason Henham Stephen Remedios
Rob Hermans Bob Roan
Angela Hey Arturo Sanchez
Paul Higgins Martin Schleipfer
Lawrence Hiner Rudi Sellers
Glenn Holt Bruce Stewart
Peter Hunter Marc Strohlein
Vegard Iglebaek Kartik Subbarao
Rajesh Jain Lelia Tippit
John Jolley Deirdre Yee
Zack Kaplan Pearl Zhu


OUR SOCIAL SOFTWARE PLATFORM: SABA

The MIX Management 2.0 Hackathon uses an enterprise social business process
platform from Saba as its social collaboration platform. Social business software
shares much in common with the social networking tools (e.g. Facebook) that most
of us are already familiar with using. The main difference is that social business
software enables enterprise-grade secure and private online communities within
large extended organizations and delivers that collaboration in the context of people-
centric business processes.

Our hackathon community, like A few of the most interesting benefits 2) Progressive disclosure: another
most large organizations, consisted of the platform included: interesting feature was the ability
of a globally dispersed team of to configure the interface with
collaborators in different time zones 1) Speed of deployment: Because it “progressive disclosure.” this meant
that made it virtually impossible to is a “cloud” software solution, there that we could keep the platform very
communicate effectively with just was no need for us to install or spend simple by suppressing features when
email or voice communications. The time configuring the software, which we first rolled it out, making it easier
Saba cloud platform enabled us to enabled us to launch our online for end users to become acclimated
work asynchronously, resorting to community faster. without much training.
real-time communications only when
absolutely necessary. The decision to
use social business process software
from Saba ultimately enabled us to
innovate faster as a team and stay
connected. It allowed us to operate
very much in the Management 2.0 way.


As our sprints progressed and we The Saba platform includes, in
needed more functionality (such addition to social collaboration,
as rich web pages and workspaces social business processes that
forauthoring our hacks), we were includereal-time social meetings
able to switch those features on (web conferencing with HD video),
progressively. social and formal learning, social
and formal talent management
While we did occasionally use email and social recruiting. While the
for special alerts, we found that Management 2.0 Hackathon did
using a social software platform that not need to use and reveal all of the
supported a range of collaboration extensive modules it was great to
activities including rapid ideationmade have the flexibility to add functionality
our hackathon more efficient, and as we progressed in the hackathon.
we were able to concentrate on the
hacks instead of the technology. The
administrative functionality made
switching new features on easier, and More information on the Saba platform
the analytics and reporting capability can be found at www.saba.com
allowed us to gauge engagement in
the community, helping our community
management efforts.


MANAGEMENT 2.0
SM

HACKATHON

managementexchange.com

SM

Management 2.0 Hackathon

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