Growing The Movement: When Fun And Success Come Together
It's 8 o'clock in the morning in Krakow, Poland. The alarm clock awakes us and the first thing we notice is that the apartment is clearly not built for these hot summer days. After a cold shower we move into the nearest coffee shop for some poached eggs, a double espresso, and a fresh orange juice. Over breakfast we reflect on the past month and think about the exciting things to come.
We are still amazed by the fact that we have been shortlisted for “the Oscars of management thinking” by Thinkers50. The award we (and 7 others) have been shortlisted for is The Breakthrough Idea Award and the winner will be announced on 13 November 2017 in London. Other Thinkers50 award nominees include Simon Sinek and Marshall Goldsmith.
We're excited that the Corporate Rebels movement is growing so rapidly and that also bodies such as the Thinkers50 recognize the importance of a significant change in the way we work.
Hereby we want to once again thank all of you who have been supporting the movement so far. From reading the blog to sharing the stories, and from joining the worldwide events to (most importantly) putting the ideas into practice in your own working environments. Change is coming!
The Corporate Rebels canvas at work
One of the ways we feel that change is coming is through the here, start a dialogue in your organization or team and start experimenting!
We look back on some of our own Canvas Workshops at Hugo Boss, Rabobank, Stibbe, and Viisi.
We also reflect upon two more successful Rebel Events in London and Utrecht. Groups of fellow rebels joined forces to learn, share, and connect on their mission to make work more fun.
The first 4 rebel events are already behind us. The next events are in Australia, for which we will fly out on August 14th. First up is Sydney, followed by Melbourne and Brisbane. In case you want to join: get your tickets soon as we’re almost sold out!
Also, Amsterdam has been added to the international tour. We'll be in the Dutch capital on 6 December 2017.
Bucket List trips
And the last, but certainly not the least, part of our Polish breakfast is spent on reflecting on our last Bucket List visits. In July, our visit to Bilbao really stood out. What we learned about Irizar, and Ner group has been truly inspirational. It provided another insight into how organizations can be organized differently, but also into how successful transformations to better workplaces can be made.
Also, our recent visit to Krakow once again brings us into contact with an incredible workplace pioneer. IT company u2i challenges the status quo and shows us once again some interesting practices and mindsets when it comes to making work more fun. More on their transformation and their way of working in a later blog post.
Pozdrowienia z Polski!
For now, time to finish our coffee and head back to the u2i office to discuss what we have learned from companies similar to theirs. And also, to kick their ass in a mean game of Fifa.
Pozdrowienia z Polski!
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Ford's management model became the most influential one in the early 20th century. It embraced the possibilities enabled by the assembly line. This was followed by the General Motors' model (i.e. the multidivisional firm), and later by Toyota's model (i.e. Lean). More recently, electronic technologies (like computers and the Internet) have enabled the rise of the global 'Agile movement' with Spotify's model as the poster child. But now, with more and more IoT technologies, what will become the most influential management model of the future?
Maria Popova writes, “The history of the world is the history of telling others who and what we are—from tribal markings to national flags to family crests to pronoun-specifying email signatures.” How we choose to tell our stories—and what artifacts we choose to highlight—alters the way we hear our past, experience our present, and create our future.
Just over 5 years ago we quit our corporate jobs to start Corporate Rebels. Our mission was simple: to make work more fun. And it hasn’t changed. Five years later, it’s fair to ask: "Where do we now stand in the workplace revolution"?