Stefan Stern: In search of the entrepreneur within

13. July 2009

from the “Financial Times”

Where some see only gloom right now, entrepreneurs see opportunity. As the risk averse withdraw, braver business leaders will step forward. An enthusiastic special report in The Economist in March 2009 anticipates a new golden age for entrepreneurship, declaring it an idea whose time has come. Its “triumph” is already assured. But when chief executives and other senior managers look within their organisations, do they see a lot of (frustrated) entrepreneurs waiting eagerly to put ideas forward? Somehow I doubt it. Even if they do, how comfortable are business leaders with the idea of encouraging, still less investing in, new ventures at a time like this? Read the rest of this entry »


Nine Ways to Identify Natural Leaders

1. June 2009

Aus Gary Hamel’s Blog beim WSJ:

The need to empower natural leaders isn’t an HR pipedream, it’s a competitive imperative. But before you can empower them, you have to find them.

In most companies, the formal hierarchy is a matter of public record—it’s easy to discover who’s in charge of what. By contrast, natural leaders don’t appear on any organization chart. To hunt them down, you need to know . . . Read the rest of this entry »


The Hidden Costs of Overbearing Bosses

4. May 2009

As we burrow deeper into the recession, companies around the world are cutting costs in all the usual ways—by reducing headcount, slashing capital budgets, and trimming overheads. All these measures are vital. But in their quest to root out inefficiencies, companies should also be focusing on the hidden but substantial costs of supercilious and overbearing bosses.

Last year, a global survey of 90,000 employees by Towers Perrin revealed that only 21% of employees are highly engaged in their work. The other 79% may be physically on the job, but they’ve left their enthusiasm and ingenuity at home. This is a scandalous waste of human capability. It’s also a virtually bottomless reservoir of creative potential that has yet to be tapped.

Ob das miteinander zu tun hat?

Aus Gary Hamel’s Management 2.0 Blog beim Wall street Journal


Was ist “anständiger”? Farming oder Banking?

7. April 2009

Aus Gary Hamel’s Blog Management 2.0.

Eine Abrechnung mit den Bankern, die offensichtlich in ihrer Moral seit 1933 nichts gelernt haben.

Hamel: Famers’ Values vs. Bankers’ Values


The Facebook Generation vs. the Fortune 500

7. April 2009

“12 work-relevant characteristics of online life. These are the post-bureaucratic realities that tomorrow’s employees will use as yardsticks in determining whether your company is “with it” or “past it.” In assembling this short list, I haven’t tried to catalog every salient feature of the Web’s social milieu, only those that are most at odds with the legacy practices found in large companies.”

  1. All ideas compete on equal footing
  2. Contribution counts for more than credentials
  3. Hierarchies are natural, not prescribed
  4. Leaders serve rather than preside
  5. Tasks are chosen, not assigned
  6. Groups are self-defining and -organizing
  7. Resources get attracted, not allocated
  8. Power comes from sharing information, not hoarding it
  9. Opinions compound and decisions are peer-reviewed
  10. Users can veto most policy decisions
  11. Intrinsic rewards matter most
  12. Hackers are heroes

Hamel writes that “If your company hopes to attract the most creative and energetic members of Gen F, it will need to understand these Internet-derived expectations, and then reinvent its management practices accordingly.”

Read the whole article at Gary Hamel’s Management 2.0 Blog.