Hackathon report final

3 Hackathon Summary
contents
The Challenge: Changing the Way We Change . . . . . . . . . . . . . . . . . . . 4
Could Your Company Be Truly Adaptable? . . . . . . . . . . . . . . . . . . . . . . . 5
HR as a Catalyst for Adaptability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The Management Hackathon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
The Hackathon Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Enemies of Adaptability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The Design Principles of Adaptable Organisations . . . . . . . . . . . . . . . 10
The Adaptability Hacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Featured Hacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Thanks to Our Contributors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

4 Hackathon Summary
We live in a world that seems to be all
punctuation and no equilibrium, where the
future is less and less an extrapolation of
the past. We are surrounded by all sorts of
things that are changing at an exponential
pace: the number of mobile phones in the
world, CO2 emissions, data storage, the
power of semiconductor chips, the number
of devices connected to the Internet, the
number of genes that have been se-
quenced, world energy consumption, and
knowledge itself. Today, the most import-
ant question for any organisation is this:
Are we changing
as fast as the
world around us?
For most organisations, the answer would
be no. In industry after industry, it’s the
insurgents, not the incumbents, who’ve
been surfing the waves of change—it’s
Google, not Microsoft; Hyundai, not
Chrysler; Apple, not Nokia; Air Asia, not
JAL; and so on. The vanguard, though,
are just as vulnerable to change as their
victims. Success has never been more
fleeting.
The only thing that can be safely predict-
ed is that sometime soon your organisa-
tion will be challenged to change in ways
for which it has no precedent. Problem
is, our organisations were never built to
be adaptable. Those early management
pioneers, a hundred years ago, set out to
build companies that were disciplined, not
resilient. They understood that efficiency
comes from routinising the non-routine.
Adaptability, on the other hand, requires a
willingness to occasionally abandon those
routines—and in most organisations there
are precious few incentives to do so.
That’s why change tends to come in only
two varieties: the trivial and the traumatic.
Review the history of the average
corporation and you’ll discover long
periods of incremental fiddling punctuated
by occasional bouts of frantic, crisis-driven
change. Why should an organisation have
to lose its way and surrender market value
before getting serious about change?
we need to change
the way we change
The goal should be change without trau-
ma—automatic, spontaneous, and reflex-
ive. In a world of mind-flipping change,
what matters is not merely a company’s
competitive advantage at a point in time,
but its evolutionary advantage over time.
THE CHALLENGE:
It’s getting harder
to stay on top
A 2005 McKinsey study indicated that
market leaders (those in the top quintile
by revenue in a given industry) stand a
30% chance to be “toppled” within 5 years.
This probability is over three times what it
was just a few decades ago.
changing
theway
wechange

5 Hackathon Summary
$
Couldyour
company
betruly
adaptable?A company that is constitutionally adaptive
enjoys advantages in at least five broad areas:
Employees
A passionate and deeply
committed workforce
A high ratio of innovation
and value added per
employee
A relative advantage in
capturing the discretionary
energy of employees
customers
Innovation-based pricing
advantages
A strong, extensible brand
A reputation for redefining
customer expectations
COMPETITORS
A steadily growing share
of firm-market-value to
industry-market-value
A reputation as a savvy and
formidable competitor
A competitive advantage
in acquiring and retaining
talent
Partners
A disproportionate share
of influence in setting
standards
An advantage in attracting
world-class partners
A nodal position within
industry ecosystems
investors
Above average returns over
any time frame
No large, unanticipated,
earnings shocks
A consistent price-to-
earnings (P/E) premium
versus its peers

6 Hackathon Summary
what could hr be doing to...
hr as a catalyst for adaptability
We believe HR can play a hugely positive role in helping companies become adaptable
at their core. HR is already a partner to business in many change management efforts,
but HR’s impact would be many times greater if it played a lead role in eliminating the
barriers to adaptability and in building new capabilities that facilitate proactive change.
This is particularly true for aspects of the management model that HR drives directly, such
as change management, organisational design, talent acquisition and deployment, learning
and development, and performance review.
Design and facilitate “change programs”
that are based on ongoing, company-wide
dialogue about priorities and direction, as
opposed to episodic catch-up initiatives
driven from the top?
Build nimbler and more fluid organisation-
al structures, where a “reorg” isn’t some-
thing that happens every four or five years
in response to a missed opportunity, but
something that is occurring continuously,
and almost effortlessly?
Create an “army” of change agents by
disseminating the principles of grass-
roots change and increasing the capacity
of individuals to launch bottom-up change
initiatives?
Create a true market for talent, where new
initiatives and legacy programs compete on
an equal footing for the best people?
Equip people with a new set of conceptu-
al skills that are required to thrive in an
increasingly turbulent and interconnect-
ed world, such as double-loop learning,
creative problem solving, and values-driven
thinking?
Foster a high-trust, low-fear environ-
ment—where risk-taking is encouraged,
information is broadly shared, and conten-
tious opinions are freely expressed?
Enlarge the company’s capacity for exper-
imentation by creating an appropriate level
of slack and building skills in experimental
design and rapid prototyping?
Re-engineer control-oriented manage-
ment processes to reduce the “bureaucrat-
ic drag” that impedes the progress of new
initiatives?
Develop genuine and granular foresight
on key workforce trends, such as new
skills required to support business shifts,
or the expectations from new generations
entering the workplace?

7 Hackathon Summary
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. Over 1700 people signed up to participate.
The hackathon was a hands-on, collaborative effort focused on finding, developing,
and implementing real-world solutions that could be experimented with in real-world
companies. Using the MIX’s groundbreaking methodology, the hackathon community was
able to address the following key questions:
a unique way to address this challenge
themanagementhackathon
What are the defining char-
acteristics of adaptable
organisations?
What are the new manage-
ment tenets that will help
organisations change as
fast as change itself?
What are the barriers to
adaptability?
Why do most organisations
struggle to be truly adapt-
able? What are the specific
impediments that get in the
way of proactive change?
How might we overcome
these barriers?
What are the most radical,
yet practical ideas for how
HR can spur the entire
enterprise into becoming
more adaptable? What are
some initial, yet impactful,
steps we could take to make
progress on this front?
A management hackathon is a
mainly online, open-innovation
event in which participants jointly
solve thorny management problems.
Hackathons are structured as multi-
stage problem-solving efforts that
involve learning, diagnosis, prior-
ity-setting, idea generation, idea
ranking, idea elaboration, prototyp-
ing, experimentation, and feedback.
During a hackathon, participants
“swarm” specific management
challenges, developing and proto-
typing management hacks—bold yet
highly actionable ideas for re-invent-
ing processes such as strategic plan-
ning, resource allocation, and talent
management in ways that make a
decisive performance difference.

what is a
management
hackathon?

8 Hackathon Summary
the hackathon process
phase 1
Develop a common
understanding of
what we mean by
adaptability and why it
is now more important
than ever before.
Brainstorm and
prioritise the most
important “enemies
of adaptability”: the
barriers that stop our
organisations from
becoming as adaptable
as they should be.
Identify the design
rules, or principles,
that characterise
organisations that
are already truly
adaptable.
Develop a set of
“mini hacks”—short
yet provocative ideas
for how to overcome
one or more of the
enemies of adapt-
ability while drawing
inspiration from the
key design principles.
Form hacking teams to
take some of the most
promising mini hacks
and develop them into
fully realised manage-
ment hacks.
phase 2
Work within our
hacking teams to take
the best mini hacks
and develop them into
full, “shovel ready”
hacks that could
be used inside real
organisations to make
them more adaptable.
phase 3
Synthesise the
key insights from
the hackathon into
this report and
disseminate our
findings at the CIPD
Annual Conference in
November 2013.
phase 4
inVenting mini hacks
why adaptability
matters now
developing
and Finalising
adaptability hacks
the enemies of
adaptability
what did
we discover?
the design principles
of adaptable
organisations
who participated?
The hackathon community was a diverse group of HR experts, practitioners, consultants, and business
leaders from all around the world. Our hackathon coaching team included luminaries like Peter Cheese,
Gary Hamel, Daniel Pink, Lynda Gratton, Paul Sparrow, and Deborah Baker. Some of the 1700+ participants
came from large companies like IBM, BSkyB, LinkedIn, General Motors, and Nokia; but also from educational
institutions, governmental organisations, small businesses, and consultancies on six continents.

9 Hackathon Summary
the enemies of adaptability
That is the question we posed to contributors during the early stages of the hackathon.
In just under two weeks, our hackathon community developed a list of over 120 enemies
of adaptability—barriers that prevent our organisations from being as adaptable as they
could be. As we read through these 120 enemies of adaptability, we saw 12 core themes
emerge. These are perhaps the most critical barriers that impede organisations from
adapting to the changing world around them.
Top-down, control based hierarchies
discourage individual initiative, lead
to slower reaction times, and divert
energy to “managing up.”
Defensive thinking, fossilised mental
models, and contentment create a
bias in favour of the status quo.
Employees don’t have the skills,
training, and coaching they need.
When the responsibility for making
big decisions is concentrated at the
top, a handful of executives favoring
the status quo can thwart change.
Management processes typically
arrive at the “one best strate-
gy” through top-down, analytical
methods, and discourage bottom-up
experimentation.
Command-and-control systems lead
to organisations filled with anxious
employees who are hesitant to
take the initiative or trust their own
judgment.
Lack of proactive change often has
to do with mindsets and behaviours:
we must want to change, and also
understand how to change.
Compensation and incentive systems
often truncate executive time hori-
zons and skew perspectives.
Highly optimised business systems
are great for efficiency, but deadly for
adaptability. Assets, skills, and pro-
cesses become more specialised, and
change becomes more incremental.
Management systems value confor-
mance and cohesion at the expense of
diversity and divergence. This limits
the ability to generate the rich variety
of ideas and options required to be
truly adaptable.
In many organisations, rigid unit
boundaries, functional silos, and
political fiefdoms hamper the rapid
realignment of skills and assets.
Organisations without a compelling
shared purpose may have trouble
aligning on a natural path for adap-
tation.
What are the barriers that prevent our
organisations from being more adaptable?

10 Hackathon Summary
The Design
Principles
of Adaptable
Organisations
We next focused our attention on the building blocks of
adaptable organisations—the design principles that can
help them evolve their DNA to become more adaptable
and fit for the future. What follows is a list of some of the
most important design principles, as developed by the
hackathon team.
A committed and clever approach to
transparency energises and connects
people across boundaries. The most
open organisations are the most
engaging and nimble.
To continue to adapt, organisations
must experiment more frequently and
learn more quickly.
Organisations must offer a compelling
case for why what they do matters,
one that animates and aligns every
person in the organisation—and every
person the organisation touches.
Everyone is born with the natural
capacity to create, yet most organi-
sations are designed to cramp that
essential human gift rather than to
unleash it.
Increasing trust and reducing fear
opens the door for the kind of
participation, experimentation, and
passion that is so crucial to building
resilience.
Organisations that welcome and value
diversity and dissent—that are as en-
ergetic about exploring the edges as
they are about preserving the core—
are better able to respond to change.
Collaboration and accountability
should be driven horizontally through
peer-to-peer interactions, rather
than vertically through the chain of
command.
To intercept opportunities that come
and go at lightning speed, organisa-
tions must be able to quickly recon-
figure capabilities, infrastructure, and
resources.
Status and influence derive from the
ability to get things done with other
people and from demonstrated excel-
lence rather than from the ability to
accumulate positional power.
ExpErimENTATioN
LEArNiNG
1
TrANspArENCy
opENNEss
2
AuToNomy
TrusT
3
4
purposE
mEANiNG diVErsiTy
5
FLExibiLiTy
6
CrEATiViTy
7
pEEr CoLLAborATioN
8
NATurAL LEAdErsHip
mEriToCrACy
9

The adaptability hacks
During Phase 2 of the hackathon, with
inspiration from the enemies of adaptabil-
ity and design principles of adaptability we
identified, we began the hacking process.
First, community members developed a set
of almost 150 mini hacks designed to re-
invent core HR processes and practices to
spur adaptability across the organisation.
Some of these mini hacks were extremely
simple ideas that might help an organi-
sation begin to overcome one or more of
the barriers to adaptability. For example,
one contributor, Sean Schofield, suggested
“bringing back play time” as a simple way
to inspire the creativity that could increase
adaptability. “If organisations can find time
for webinars, lunch learns, sick days,
voting, emergencies, and keynote address-
es, perhaps we could find time to play too
(or substitute some of those things with
play),” Sean observed.
Others mini hacks were bold, controver-
sial, and sweeping in reach. Patrick Malcor
contributed one such mini hack, entitled
“Eliminate HR” in which he described it
as an “outdated concept” that “wrongly,
unnaturally displaces responsibility for
developing people from managers to bu-
reaucrats.”
Management guru and hackathon coach
Gary Hamel has observed that the best
hacks are “radical, yet practical.”
Meaning, they are bold enough to have the
potential to truly change an organisation
while also being practical enough that they
could quickly and easily be experimented
with inside an organisation.
During Phase 3, we asked the hackathon
community to “vote with their feet” and
sign up to work on further developing mini
hacks that they felt had the most potential
to have a real impact on organisational
adaptability. Over 60 hacking teams were
formed. Some of these teams had five or
more people collaborating together while
a few hacks were developed by one person
working independently.
If you are seeking inspiration for how you
might increase adaptability in your own
organisation, we encourage you to visit the
hackathon website, where you can view all
of these hacks in their completed form.
the best hacks
are radical,
yet practical.
View all of the following hacks at
www.mixhackathon.org/hackathon/cipdhack/sprint-32

Talent NOT Tenure
Talent management for talent—not for management
Adapting to business metrics to build trust
What’s your Gottman Score?
Trust people and be helpful
Non-Compliance: problem or gift
Systems Thinking
Handing out Promotions
Self-Build Job Roles
Let’s kill the ‘HR’ information system build a technology
that helps teams solve problems!
Adaptive Optics : what’s new, Coach?
Predictive People Management Processes
H.R as “Holistic Resources”?
Collaborate to Survive and Thrive
Volunteer for Hardships
Wildcat Hiring
Attracting Adaptable People
Choosing Leaders Differently
Talent Spotting Alliances
Mix It Up
Rewarding Adaptability crowd funding and the internal
ideas market
Invite everyone to evaluate the strategy
Working for the Customer not ‘The Man’
The Bill of Health Index
Moonshot Market
Onboarding a Culture of Adaptability
CPD - Let’s make it real
Bring Back Play Time
Yes, you can
Design Thinking based Change Management
Creating Space for Innovation
Onboarding Gamification
Community Building 2.0
Storytelling for HR
Volunteering Days
Tell why? What? How? A culture for purpose led
organisation
Let’s talk about purpose
Corporate Earthquakes
Freed Up Learning
Learning From Failure - Turning an “Oops!” into an “Aha!!”
Increase Learning Development Activities Without any
Formal Training Budget
There is no such thing as “Best Practice”
Chuck out your chintz
Sticks and stones!
Experimentation Up Front
Create development programmes that work with the brain
Mode.Co HR Innovation framework
Eliminate HR
Turning PUSH into PULL
Abolish performance appraisals
Role NOT Position
Human-Focused Performance Management
Less “IS”, More ”COULD BE” Compensation

featured hacksAs we evaluated all of the completed
hacks, we knew the best hacks would
score high on the following criteria:
1. Is it deep? Does it address a key barrier
to adaptability?
2. Is it bold? Does it offer a clever and
unconventional approach compared to
existing HR practices or processes?
3. Is it specific? Are the key elements of
the solution clearly outlined, even if at a
high level?
4. Is it doable? Could the hack be proto-
typed or experimented with in an
organisation without requiring a big
budget or CEO approval?
On the following pages, you’ll find a
collection of some of the most powerful
and compelling hacks to emerge from
the hackathon.

Chuck Out Your ChintzBy Gemma Reucroft
Co-authored by Perry Timms, Bruce Lewin, Tim Scott, Sean Schofield, Nigel Cox, and Simon Jones
In Chuck Out Your Chintz, Gemma and her team suggest that organisations seeking
greater adaptability should radically review all of the HR processes they blindly
follow or think of as “best practices” today.
Looking at common processes like job evaluation, exit interviews, and employment policies,
organisations should ask themselves what each of these practices is really adding, and
whether any of them are holding the organisation back. Upon review, if people in the organ-
isation can’t clearly articulate clearly the value of a process or procedure in the length of a
tweet, they should consider just not doing it. This is how they “chuck out the chintz.”
The positive benefits of this hack would include a reduction of the administrative burden on
HR, freeing up time for more valuable activity. It could empower managers to make their
own decisions. It could positively help the internal reputation of HR. And it could even start to
move organisational culture away from a “parent to child” relationship to an “adult to adult”
relationship.
Read the full hack on the MIX at
www.mixhackathon.org/hack/chuck-out-your-chintz
featured hack

Corporate EarthquakesBy Alberto Blanco
Co-authored by Matt Frost, Diana Felibert, Kandy Woodfield, Stephen Remedios, Conor Moss, and Guido Rubio Amestoy
Companies want to change. However, they usually do it too late and in the face
of severe crisis. Alberto and his team propose a thrilling role for HR: to provoke
“corporate earthquakes” that allow organisations to anticipate and understand how
they should react to important changes before they occur.
The Corporate Earthquakes hack is all about crafting and anticipating an organisation’s
future by envisioning the unthinkable nightmares and dreams of tomorrow. This is done by
designing and running corporate-wide hackathons focused on extreme, unusual, apocalypti-
cal, and why-not challenges or situations. The process is designed to be fun and inspire cre-
ativity, with possible corporate earthquakes including everything from likely industry shifts to
unlikely events like mass alien abductions.
One of the core elements of this hack is that it forces the organisation to consider how it is
set up to cope with seismic changes (positive or negative, likely or unlikely). The unexpected
outcomes–new ideas, new points of view, new thinking, rethinking an entire industry and its
legacies and dogmas–that might emerge from exploring such interesting challenges could
be vast, illuminating, and paradigm-breaking.
www.mixhackathon.org/hack/doomsday-challenges
featured hack

Let’s Talk About PurposeBy Sam Folk-Williams
Co-authored by Amanda Boonzaaier, Kori Joneson, and Helen Jackson
Everyone in an organisation should be able to understand how their work is actively
helping advance the organisation’s overall strategy. Sam and his team advocate
a set of activities that empower any employee at any level in an organisation to
understand their impact simply by making a direct, pervasive connection between
the organisation’s strategy and individual efforts.
The Let’s Talk About Purpose hack starts from the assumption that in many organisations
individuals have a hard time understanding how their own work can help accomplish the
company strategy. The hack forces a more direct connection between the work of individuals
at all levels of the organisation and the high-level strategy through a series of connecting
activities. These activities might include things like a strategy alignment and mapping exer-
cise, 1:1 meetings between team members to discuss current projects and how they con-
nect to overall organisational goals, and a purpose-alignment communications plan, where
efforts that connect to the bigger picture are actively highlighted.
In an organisation where conversations about purpose are active and ongoing, the practical
impact will be that work that doesn’t need to happen will often stop, while effort and produc-
tivity will be channeled into work that more directly helps the organisation advance. In addi-
tion, people will feel better about their personal contributions, which increases engagement,
while reducing “presenteeism”, absenteeism, and attrition.
www.mixhackathon.org/hack/what-problem-are-we-trying-solve-lets-talk-about-purpose
featured hack

Mix It UpBy Deb Seidman
Co-authored by Madhusudan Rao, Leonardo Zangrando, Perry Timms, Helen Amery, and Sam Folk-Williams
Most large companies are a collection of silos, with employees so focused on their
area of specialisation they may be missing key opportunities and threats. Deb and
her team propose we “mix it up” and increase adaptability by breaking down the
organisational silos that hold us back.
“Mixing It Up” could take many formats, depending on what works best for the organisation,
but this hack primarily focuses on “mix visits”: temporary rotations where employees visit
other areas to bring their skills, knowledge, and experience to the problems faced elsewhere
and to gain knowledge, perspective, and interpersonal connections that can help them to
advance in their regular jobs.
This builds the muscle of adaptability through broader experience, faster and more embed-
ded learning through taking risks and increased comfort with making transitions. It gives an
opportunity to gain different perspectives and to expand knowledge of the range of capabil-
ities existing in the organisation. In addition there can be numerous side benefits such as
enabling employees to discover something they love, developing their careers without a risky
permanent commitment, enhancing employee engagement, increasing operational effective-
ness through improved cross-functional coordination, enabling managers to spot talent, and
encouraging innovation.
www.mixhackathon.org/hack/mix-it
featured hack

Self-Build Job RolesBy Keith Gulliver
Co-authored by Cassie Lloyd Perrin, Hendrik Dejonckheere, Kubatova Jaroslava, and Kukelkova Adela
Could organisations increase adaptability by having a more adaptive approach to
the work of individuals? Keith and his team suggest a new model where individuals
have regular opportunities to choose a proportion of what they do rather than
having it all determined for them.
The Self-Build Job Roles hack would essentially empower individual people in organisations
to create their own work. While each person would continue to spend a percentage of their
time focused on what is defined as their core role, they will also be given regular opportu-
nities to “flex” and augment their core role with other activities. These self-built activities
might include learning opportunities, stretch assignments, third-party activities, experimen-
tation, or even sabbaticals.
The goal would be to stimulate the growth of everyone in the workforce on the basis of their
own personal drivers and competencies, making it possible for everyone to find an area of
personal development that is interesting, stimulating and appealing to them. And the hope
is that the organisation as a whole would benefit, making it easier to see new possibilities
while embracing the creativity and innovative potential of its people.
www.mixhackathon.org/hack/self-build-job-roles
featured hack

Working for the
Customer, Not ‘The Man’By Monique Jordan
Co-authored by Matt Frost, Heidi De Wolf, Fiona Savage, and Stephen Achilles
Bosses (aka ‘the man’) frequently blur the line of sight to the customer, forcing
people to choose between meeting the needs of the boss or the customer. Monique
and her team suggest redesigning the frameworks used to define roles and put the
customer at the centre.
The fact that the boss determines rewards and punishments—like raises, promotions, or
even firing—based mostly on their subjective evaluation sets up a power dynamic that all too
often focuses on the boss’ needs rather than the needs of the customer. The focus on the
needs of the manager shifts energy away from the customer in a subtle but powerful way.
This hack would involve creating a customer-driven performance framework that works
much like a traditional customer-supplier model. This framework would include defining the
products a person provides, their customers, their customers’ requirements, their measures
of success, their suppliers, and their strengths.
Employees are able to better understand what their contribution is and how to best add
value and support rather that detract from the teams’ success. The framework also provides
enough clarity and distinction for the employee to be given—and take—ownership. It sets
them up to better understand customer needs and what needs to be done (or what’s in the
way) to meet them. It also naturally shifts the role of the manager to more of a coach and
thinking partner responsible for creating the conditions for the employee to be successful.
www.mixhackathon.org/hack/working-customer-not-man
featured hack

next stepsWe’ve had reports from several members of
our hackathon community who are already
experimenting with some of the hacks that were
developed in the hackathon within their
organisations.
As we get updates from these teams, we’ll con-
tinue to post them on the hackathon website.
We hope you’ll visit the hackathon website,
browse through some of the fantastic hacks our
teams developed, and consider experimenting
with these hacks in your own organisations. Or
feel free to develop your own. Either way, be
sure to tell us about the results of your
experiments. We’d love to hear from you.
http://www.mixhackathon.org/cipdhack
hack@managementexchange.com

thanks to our contributors:Aaron Anderson
Aaron Latta
Aaron Brook
Aarti Thapar
Abd Ghafar Abd Latif
Adam Ireland
Adam Lyle
Adekola Nafiu
Adriana Ruiz Marchini
Adrienne Alesandro
Adrienne Donley
Afzal Sayed Munna
Agustin Jimenez
Ahmed Abu Safia
Ahmed Yahaya
Aidan Daly
Aidan Harney
Aidan Nuttall
Aideen Jones
Aideen O’Neill
Ailish McDonagh
Aime Armstrong
Aimie Chapple
Ajay Asthana
Ajun Budda
Al Nuumani Isshaq
Alan Arnett
Alan Gard
Alan Williams
Alastair Dineen
Alastair Swindlehurst
Alberto Blanco
Alberto Brandolini
Alberto Celio
Aldean Newman-Agar
Aldo Montefiore
Aldona Fiszer
Alejandro A. Hernanandez
Alessia Vecchio
Alex Cooper
Alex Gibbs
Alexander John
Stelmaszuk
Alexandra Buck
Alexandra Gray
Alexis Monville
Alfonso Cornejo
Alice Darbyshire
Alice Grove
Alice le Gros
Alicia Gonzalez Sanabria
Alina Ignatieva
Alison Ballantyne
Alison Bretherton
Alison Fry
Alison Green
Alison Hackett
Alison Hodgson
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Anastasia M.
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Andreina Naim Russian
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Armindo Araujo
Arun Sheshanarayana
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Augusto B. Ramirez
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Bec Rhodes
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Bill Jenkins
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Carmelita Lubos
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Cecilia Malmgren
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Didier Clement
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Dom Merritt
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Don M. Weisman
Donie Wiley
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Donna-Luisa Eversley
Dorrie Heemskerk
Doug Laplante
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Douglas Board
Dr. Charles M. Savage
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Dr. Willy A. Sussland
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Ed Broenniman
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Eerik Lundmark
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Francine Macinnis
Francis Wade
Franco Ratti
Francois Guyeux
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Frazer Richardson
Fred A. Lucas
Frederic J. Leconte

Frédéric Rey-Millet
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Frederik Wegelin
Frederique Thiebaut
Gabby Collier
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Garry McCabe
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Gaurav Mahendru
Gaylin Jee
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Gerard Chiva
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Gina Gervais
Ginger Timberlake
Gisela Jönsson
Giuseppe Gerardo
Ciarambino
Glenn C. Wintrich Jr.
Glenn S. Cabacang
Gloria Ssali
Graham Boyle
Graham James Jervis
Graham Noonan
Grahame Russell
Grant Symons
Greg Krizan
Greg Marcus
Greg Stevenson
Guido Rubio Amestoy
Gun Jea Yu
Guy Bilgorai
Haider Imam
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Han Zhang
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Harrison Withers
Hassan Pedaran
Hazel McCall
Hazel Tiffany
Heather Fraser
Heather Martin
Heather Newton-Lewis
Heather Northey
Heather Renaud
Heather Schoenheimer
Heather Worosz
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Heidi De Wolf
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Heinz Fischer
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Jack Clarke
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Jason Beyersdorf
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Jean Deslauriers
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Jean-Christophe
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Joe Healy
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John A. Bushfield
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John Holroyd
John Huckstepp
John Kenney
John Marsh
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John McGurk
John Perry
John Steele
John Sunderland
John Swannick
John Warren
John Wood
Johnny H. Ryser
Jon Abbas
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Jonathan Bear
Jonathan Chambers
Jonathan Gill
Jonathon Woolfrey
Jonelle Bester
Jonny Gifford
Jordan Eshpeter
Jorge Andres Bastias
Jorge Miranda
Joris Luijke
Jose A Venegas
Jose De Loera
Jose Franca
Joseph Pistrui
Joseph Simons
Joshua Karl
Joy Harrison
Joyce Gioia
Juan Carlos Peláez C.
Juan J. Febus
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Vergara
Juan Quintero
Jude Nforngang
Judith Manion
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Judy Marsland
Juli Oliver-Smith
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Julien Pascual
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Justin Hooper
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Karina Monteiro
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Kate Henwood
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Kate Nicholls
Kate Roche
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Katharina Schmidt
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Kathleen Leung
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Katmoyra
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Kay Coleman
Kayalvizhi
Kazushige Kurasawa
Keith Gulliver
Keith Kendrick
Kelly Abel
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Kelly Marie Tindale
Kelly Needham
Ken Kaufmann
Ken McAra
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Ken Steinman
Kenneth Mikkelsen
Kenneth Perlman
Kerri Spavin
Kerrie Kemsley
Kerry Brewer
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Kev Wyke
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Kevin Martyr
Kevin Payan
Kevin Weitz
Khurshed Dehnugara
Kieran Fitzgerald
Kieran Welch
Kim Paterson
Kim Smallridge
Kim Spinder
Kimberly Byrne
Kirstie Quinnin
Kjell Selander
Klaus Kohlmayr
Klaus Oberbauer
Koen Cuyckens
Kolby Ivanhoe
Kori Joneson
Krista Powell
Kristin von Donop
Kristin Wolff
Kubatova Jaroslava
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Kylie Cantwell
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Lalgudi Ramanathan
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Larry Moran
Laura Buguñá
Laura Clancy
Laura E Culver
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Laura Scully
Laura Sprake
Laura Wood
Lauren Clegg
Lauren Perkins
Laurie Lemieux
Lazar Todorov
Leah Keith
Leanne Beveridge
Lee Brown
Lee Moody
Leila Ljungberg
Leioy8n3
Lenz Adzape
Leon Coates
Leon van der Linden
Leonardo Zangrando
Leonie Isaacson
Les Fondy
Lesley Beal
Lesley Davies-Shelley
Lesley Nowell
Leslie Fasulo
Letitia Fearon
Lia Crooks
Lin Smith
Lina Svensson
Linda Arnoldussen
Linda Beushausen
Linda Chamberlain
Linda Coles
Linda Holbeche
Linda Hoopes
Linda Phillips
Linda Salazar
Linda Smith
Lindsay Hyland
Lindsey Caplan
Lindsey Hannant
Ling Wong
Lis Barnes
Lisa Aslam
Lisa Cole
Lisa Haneberg
Lisa Sibley
Lisa Theobald
Lise Belmans
Liz Houldswroth
Liz O’Donovan
Lizzie Downes
Lizzie Rhodes James
Lois Farquharson
Lori Van Holmes
Lorna Hayes
Lorna Prince
Lorna Skirving
Lorraine Acott
Lorraine Wall
Lory Tarrazona
Lou Si Chong
Louisa Mellor
Louise Bateman
Louise Fisher
Louise Hanks
Louise Monaghan
Louise Palfreyman
Lu Martin
Luc Galoppin
Luciano Leo
Luciano Martinoli
Lucy Fogg
Lucy Holmes
Lucy Semmens
Lucy Thomas
Lucy Winning
Luke Ng
Luke Thomas
Luzma Grayston
Lynda Gratton
Lynda Rhodes
Lynn Hull
Lynn Hunter
Lynn Moore
Lynn Perry
Lynne Hardman
Lynne Mcmenemy
Lynne Phillips
Lynne Pritchard
Maarten Korz
Maat Lorton B.
Madeleine Tate
Madhusudan Rao
Madu Ratnayake
Maggie Pierce
Maggy Godfroy
Mahendra K. Shukla
Mahua Bagchi
Maja Luckos
Malcolm O’Neal
Mana Fletcher
Manju Sivanandan Pavri
Marc Brodhun
Marc Hurwitz
Marc West
Marcel de Leeuwe
Marcia Conner
Marco Minghetti
Marg Dunnington
Marg Lennon
Margaret Ayers
Margaret Millar
Margaret Thornton
Margie Crawford
Maria Arnella Abad
Maria Elliott
Maria Frantzeskaki
Maria Gorlatova
Maria Mecheva
Maria Padley
Maria Teresa Ujano
Marianne Barrett
Marianne Jackson
Marianne Matin
Marie Caroline Chauvet
Marie Skinner
Marília Honório
Marina Yoveva
Mario Morales
Marion Buechsenmeister
Marion Hauvette
Marion Younan
Marisa González Ramos
Marisa Silva
Marissa Meyer
Marit Roed Odegaard
Marjorie Raymond
Mark Baker
Mark Beatson
Mark Eyre
Mark Gilligan
Mark Griffiths
Mark Harrison
Mark Hart
Mark Munley
Mark Neff
Mark Oehlert
Mark Taggart
Marla Hetzel
Marlon Baum
Martin Couzins
Martin Mayer
Martin Murphy
Martin Simon
Martin Sutherland
Martin Yallop
Marty Jones
Marty Jordan
Mary Anne Berzins
Mary Howick
Mary Karlsson
Mary Madden
Mary Nations
Mary Styles
Mathew Davies
Mathew J Varghese
Matlotleng Matlou
contributors (continued):

Mats Holmér
Matt Frost
Matt Nelson
Matthew Brooker
Matthew Davis
Matthew Easton
Matthew Gatehouse
Matthew Hanwell
Matthew Wilkie
Max Heywood
Max Tay
Maya Mathias
Mediumwelldone
Meg Peppin
Meg Steele
Megan Esterman
Megan Tebay
Megumi Miki
Mehreen Shoaib
Mel Blitzer
Melanie Stronach
Melinda Howard
Meng Lei
Merril Yu
Merv Wyeth
Michael Ashe
Michael Göthe
Michael Grove
Michael Nguyen
Michael O’keeffe
Michael Shell
Michael Sonntag
Michael Zillmer
Michele Zanini
Michele Zanini
Michelle Bailey
Michelle Donaldson
Michelle Hallam-Wrenn
Michelle Pratt
Michelle Saleh
Miguel Garcia
Miguel Guevara
Miguel Sacramento
Miguel Villa De Freitas
Mihai Lisetchi
Mike Allen
Mike Bradley
Mike Cook
Mike Dawson
Mike Emry
Mike Hannay
Mike Harvey
Mike Meyers
Mike Morrison
Mike Orchard
Mike Richardson
Mike Wykes
Mina Goldfays
Mireille Jansma
Mitchell Scott Davis
Mo Quadri
Mohamed Hamdi
Moira Howard
Mollie Papan
Molly Carpenter
Monal Srivastava
Monika Trusz
Monique Jordan
Monique Valcour
Morag Mcgill
Morgan Edwards
Wendi Ann Cochrane
Mugil Manivannan
Muhammad Saeed Babar
Muhammad Usman Abid
Mukesh Gupta
Nadine Pearce
Nadine Whelan
Najat Elmahdy
Namita Jagarnath
Hardowar
Nancy Coles
Nancy Stimson
Naomi Agmon
Naomi Stanford
Naser Muja
Natacha Pagnoni
Natalia Thomson
Natalie Adams
Natalie Sanchez
Natalie Titcombe
Natasha Searle
Naveen Khajanchi
Nazeer Sultan
Neelesh Marik
Neil Griffin
Neil Keeler
Neil Morrison
Neill Coad
Nicholas J. Tyldesley
Nicholas Mcgill
Nick Freeman
Nick Horney
Nick Obolensky
Nicky Hillier
Nicky Pharoah
Nicola Barber
Nicola Bidgood
Nicola Cockayne
Nicola Croke
Nicola Morris
Nicola Peachey
Nicola Sweeney
Nicola Texeira
Nicolas Kourim
Nieves R. Confesor
Nigel Barron
Nigel Cox
Nigel Dias
Niklas Hallenberg
Nina Timmers
Noel Gibb
Nuno Miguel da Cunha
Rolo
Oana Juncu
Olaf Otten
Ole Martinsen
Olga Barry
Olivia May
Olivier Lambel
Ong Boon Yong Eugene
Orla Bourke
P. Smith
Pam Kennett
Pam Matthews
Pam Ross
Pamela
Pami Kular
Para Mullan
Parthasarthy
Pascal van de Poll
Pascale Marchand
pascaru Mihaela
Pat Goetz
Patricia Baez
Patricia Cooney
Patrick
Patrick Devlin
Patrick Furu
Patrick Malcor
Patrick Mullarkey
Patrick O’Reilly
Pattie Egan
Patty Griffin
Paul Ballington
Paul Bartlam
Paul Billington
Paul Bunyan
Paul Cesare
Paul Deemer
Paul Devoy
Paul Diver
Paul Hearn
Paul Hutch
Paul Hutchinson
Paul Mcaleese
Paul Mcconaughy
Paul Reagan
Paul Rollinson
Paul Simpson
Paul Sparrow
Paul Strickland
Paul Sue
Paul Williams
Paula Aamli
Pauline
Pauline Tarrant
Paulius Rakauskas
Pedro Fernandez
Peggy Bricot
Peggy McAllister
Penelope Anstey
Penny Aspden
Penny Barratt
Penny Wood
Percy Bukes
Perry Nouwens
Perry Timms
Pete Ciekurs
Pete Kyrychenko
Peter Anyebe
Peter Cheese
Peter Collyer
Peter Cunningham
Peter Engberg
Peter Leather
Peter McDonald
Peter Rose
Peter Russian
Peter Waller
Peter Zipp
Petr Kadlec
Petra Meyer
Phil Ray
Philip Mertens
Philip Wood
Philippa Lamb
Philippa Robinson
Phyllis Huckabee
Pierre Drouin
Pilar Orti
Polly LaBarre
Povl Henningsen
Prasad Reddy
Prashant Khurana
Prem Ranganath
Prescott Merryweather
Prit Josh
Pritesh Joshi
Dr. Katharina Hoelzle
Rachael Harper
Rachel Brastock
Rachel Brownbill
rachel Davidson
Rachel Geiles
Rachel Tan
Rafa García
Rafael Cancino
Rahim Ali Abbas
Ralph Jacobson
Randall Casey
Ranjeet Ruprai
Ranjit Sidhu
Raphael Sagalyn
Rasmus Oertel
Ravinder K.
Rawlin Kinney
Ray Challoner
Raymond Hofmann
Rebeca Rivera
Rebecca Barnes-Hogg
Rebecca Emmott
Rebecca Griffiths
Rebecca Hill Bruder
Rebecca Homkes
Rebecca O’Donnell
Rebekah Jones
Reece Akhtar
Rekha
Renata Martinelli Azzolini
René Rohrbeck
Renee Raper
Retno Utami
Rhonda Miller
Ricardo Gonzalez
Richard Armeson
Richard Goff
Richard Green
Richard Hall
Richard Harrison
Richard Ing
Richard James Barnes
Richard Latham
Richard Melrose
Richard Ramdial
Richard Scoones
Richard Westney
Richie Maddock
Rick Badgley
Rick Cusick
Ricky Muddimer
Rita Sammons
R. L. Williams
Rob Bridges
Rob Dellegrotti
Rob Kelly
Rob Koonce
Rob McCreary
Rob Smith
Rob Warwick
Robert B. Ramos
Robert Blevin
Robert Drew
Robert Hunner
Robert Polkowski
Robert Potter
Robert Walker
Robert Werner
Roberto Abramovich
Robin Hall
Robin Hutchinson
Robin Stafford
Robin Windley
Rochie Talavera
Rocio Lopez
Rod Eames
Ron Stone
Rosana Butron
Rosario T. Reyes
Rose Berger
Rosemary Macklin
Ross Worby
Rossana Ricco-Rodgers
Ruben Lopez
Ruchika Abrol
Rudolf Lütke
Schwienhorst
Rupert Hunting
Ruth Butterworth
Ruth Whitehouse
S. Alireza Kashizad
Saeeda Bukhari
Said Abu-Kaud
Sally Bendersky
Sally Gray
Sally Prentice
Salvatore Moccia
Sam Folk-Williams
Sam McBane Mulford
Sam Spencer
Samantha Galloway
Samantha Humphrey
Samantha Pearce
Samantha Whittaker
Samer Fakhouri
Sandeep Khaira
Sandhya Sahasranaman
Sandra Aloi
Sandra Costeja Bos
Sandra Grant
Sandra O’Connor
Sandra Ozola
Sandy Rose
Sandy Wilkie
Sanjay Shah
Sara Al Zaabi
Sara Erasmus
Sara Penter
Sara Varo
Sarah Blois
Sarah Cowley
Sarah Don
Sarah E. White
Sarah Elizabeth Kipping
Sarah Hassmer
Sarah Herd
Sarah Koppen
Sarah Lynch
Sarah Martin
Sarah McDermott
Sarah McIlwaine
Sarah Tomson
Sarah Tucker
Sarah Wilson
Sarwar Ahmed
Saskia Evers
Saveeta De Alwis
Scott Kempin
Seamus McQuaid
Sean Cannon
Seán D. Middleton
Sean Schofield
Sean Walsh
Sebastian Radics
Sebastian Yuen
Seema Padman
Selim Ziade
Selina
Sergio Villarreal
Seth Mattison
Shabbir R. Hassanally
Shadi Al Lahham
Sharad Bhushan K.
Sharon Cogan
Sharon Dunn
Sharon McGill
Shawn Neumann
Sheila Frame
Sheila O’Neill
Shelly Gordon
Sheralyn Huntingford
Sherilyn Fenn
Sheryl Hicks
Shireen Moore
Shirley Ken
Shirley Smith
Shuang Liu
Si Alhir (Sinan Si Alhir)
Sian Hull
Sian Layton
Siddharth Mohapatra
Silvia Colombo
Silvie Hibdon
Simon Farhat
Simon Gosney
Simon Heath
Simon James
Simon Jones
Simon Lewis
Simon Scullion
Simon Wilson
Simone Vale
Sinead Carville
Siobhan Sheridan
Siviwe Magidigidi
Slater Adams
Solomon Smith
Solomon Smith
Sonia Lassnig
Sonia Mathews
Sonia Sidoli
Sonja Atkins
Sonja Blignaut
Sophie Bennett
Sowmya Bhuram
Sravya Gupta
Sri Kandula
Stacee Pedersen
Stacie Straw
Stacy London
Stefaan Borremans
Stefan Blobelt
Stefan Stenzel
Stephanie Hines
Stephanie Sharma
Stephanie Yvonne Oerton
Stephen Achilles
Stephen De Kalb
Stephen Frost
Stephen King
Stephen Lord
Stephen Phillpott
Stephen Pobjoy
Stephen Remedios
Stephen Tovey
Steve Bridger
Steve Ford
Steve Nathan
Steve Player
Steve Scholey
Steven F. Brown
Steven Robinson
Stuart Benzal
Stuart Evans
Sudheer Warrier
Sue Shorthouse
Sue Thomas
Sue Thompson
Sue Upton
Sue Waldock
Sue Walters
Sukhwant Bal
Susan Brodie
Susan Montgomery
Susan Pancuska
Susan Resnick West
Susan Smith
Susan Sneddon
Susanna Oreskovic
Susanne Ramharter
Suvendu Sahoo
Suzanne Simcox
Suzy Johnston
Syed Ashhad Anis
Sylvana Storey
Sylvia Doyle
Tadas Karkalas
Tammy Tansley
Tanny Panahon
Tara Hutton
Tatiana Sakharova
Taylor B. O’Neal
Taylor M.Vaughn
Tech Ops
Teresa Hoey
Teresa Rose
Tereza Dordia
Thea Webster
Thomas Høj
Thomas Miles
Thomas Paisley
Tim Ahrens
Tim Berthold
Tim Bevins
Tim Creasey
Tim Jones
Tim MacDonald
Tim Scott
Timo Honkanen
Timothy Spragge
Tino Go
Todd Wheatland
Togy Jose
Tojo Eapen
Tom Ban
Tom Erneste
Tom Haak
Tom Lees
Tom O’shea
Tom Leahy
Tommy Vandepitte
Toni Dixon
Toni Smith
Tony Hicks
Tony Kerekes
Tony Manavalan
Tony Walker
Tony Woollett
Tracee White
Tracie Charles
Trevor Comyn
Tricia Sibbons
Trudy Church
Tsukasa Makino
Tunc Noyan
Tushar Khosla
Tzachi Wiesenfeld
Uduma Kalu Etea
Ugur Cem Yildiz
Uioos Ching
Ulrich Nettesheim
Ute Langthaler
Val Green
Valerie Hughes-D’Aeth
Valerie White
Vanda Rodrigues
Vanessa Beggs
Vanessa Hill
Vanessa Parkin
Vanessa Robinson
Vangelis Bertsekas
Vasudevan Alasingachar
Veerle Vanleene
Vegard Iglebæk
Verena Müller
Veronica Frenkel
Veronica Maxam
Vicky Pearson
Vicky Wright
Victor Mata
Victoria Ward
Vijay Pereira
Vijay Ramnundun
Viki Matthews
Vito Ponda
Vivian Leinster
Vlasta Svitáková
Wayne Tsoi
Wen Hao Wong
Wendy
Wendy Bailey
Wendy West
Wendyanne Shapiro
Will Davies
Willem E. A. J. Scheepers
William Eijkelkamp
William Jones
William Powell
Wolfgang Dehm
Wyman Lee
Yen Yee
Yossi Koren
Yusuf Osman
Yvonne Sterken
Zach Clark
Zaki H. P.
Zoe Christodoulides
Zoe Hornby
Zoe Newman
Zoe Stephens
contributors (continued):

The CIPD is the professional body for HR and work-based learning. With over 130,000 members
internationally working in HR, learning and development, people management and consulting
across all sectors, we’re committed to championing better work and working lives by improving
practices in people and organisation development for the benefit of individuals, businesses,
economies and society. The CIPD brings together extensive research and thought leadership,
practical advice and guidance, professional development and rigorous professional standards to
drive better capabilities and understanding in how organisations of all kinds operate and perform,
and in how they manage and develop their people.
www.cipd.co.uk
The Management Innovation eXchange (MIX) is an open innovation project aimed at reinventing
management for the 21st century. The MIX is based on the premise that management is nothing
less than the technology of human accomplishment and that, after 100 years of incremental tweaks,
it now needs to be reinvented for a new age. Designed as an open innovation and collaborative
platform, the MIX brings together the most progressive leaders and provocative management
thinkers with in-the-trenches management innovators—indeed, anyone with ideas and approaches
to making our organisations resilient, inventive and inspiring enough to thrive in the 21st century.
www.managementexchange.com
ABOUTTHECIPD
ABOUTTHEMIX

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