Wanted: Your Burning Questions For 9 Workplace Pioneers

Joost
Written by in Events & Meet-ups

At the end of the month we will attend the Thinkers50 Gala in London and the 11th Global Peter Drucker Forum in Vienna—both in the same week!

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Both feature leading management thinkers and progressive management doers. We go to harvest the best ideas to share with you.

On our forum, people are already discussing which speakers they most look forward to hearing. Here are nine we are targeting. And, because we are most inspired by the 'doers', let’s start with them.

1. Jos de Blok

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Jos is founder and CEO of Buurtzorg, the Dutch neighborhood care organization that revolutionized health-care—not only in the Netherlands, but around the globe. We’ve written a lot about Buurtzorg and Jos, and their progressive practices. I'm sure we will share even more in the future.

2. Zhang Ruimin

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Next is Zhang Ruimin. Zhang the CEO and Chairman of the Chinese Haier Group. Over 30+ years, he has transformed Haier from a broken factory with ~600 employees to the world's largest white goods manufacturer with ~ 75,000 employees. If you read our blogs you know we regularly share stories about this pioneer.

3. Henry Stewart

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Last of the doers is Henry Stewart, CEO of British company Happy. He has been on our bucket list for years as a pioneer in making work more fun. Together with Megan Reitz (see below) he will share his thinking about choosing your manager.

After these inspiring doers are some thinkers we want to hear.

4. Megan Reitz

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Megan is Professor of Leadership and Dialogue at Hult Ashridge Business School. She is also the author of 'Speak Up: Say what needs to be said and hear what needs to be heard'. She is dedicated to to improving interactions in the workplace—something we want to learn more about.

5. Julian Birkinshaw

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Julian is Professor of Strategy and Entrepreneurship at the London Business School. He is author of many interesting books, including: 'Reinventing Management' and 'Giant Steps in Management'. Julian will talk about 'The changing management paradigm' and 'how over the last management century, theory and practice have grown frustratingly apart.'

6. Amy Edmondson

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Amy is Novartis Professor of Leadership and Management at Havard Business School. She is also author of inspiring books like 'Teaming' and 'The Fearless Organization'. Amy will talk about how 'leadership looks different when concerted action is required across a system over which no one has formal control.'

7. David Burkus

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David is Associate Professor of Leadership and Innovation at Oral Roberts University. He is author of great books like 'Under New Management' and 'Friend of a Friend'. David can tell us a lot about building personal connections and networks, and how new management strategies can help us transform the world of work.

8. Bill Fischer

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Bill is Professor of Innovation Management at IMD, and author of 'Reinventing Giants'. He will be talking about 'ecosystems dynamics', including two of Haier's most developed ecosystems—the 'Internet of Food' and the 'Smart Home'.

9. Rosabeth Moss Kanter

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Last, but definitely not least, is Rosabeth Moss Kanter, the Ernest L. Arbuckle Professor of Business at Harvard Business School. She is this year's Thinkers50's Lifetime Achievement Award Winner. Enough said!

We look forward to hearing these 9 top management doers and thinkers. Do you have any burning questions for them? If so, feel free to note them in the comments below.

Joost
Written by Joost
1 week ago

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Replies (16)

Waldek

Waldek

We try to induce rebel-way of thinking and acting which is challenging so far „wisdom”
It could be seen as slow down as to quick wins/ quarterly reviews for many in C-LEVEL and Supervisory Board. What could be the best tip to start this journey ... and keep going ?
Thanks

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Sjaak Evers

Sjaak Evers

Do we stiil need management after all?

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Chris

Chris

Communication is a crucial part of getting the process started. How do you communication with thousands of people to get the message through, when you do not have C-level leadership to kick it off?
People here are so tired of the overwhelming number of emails, posters, internal community groups... all vying for their attention, that if it doesn't come all from the top, they aren't even reading it anymore. How can we even get them to talk to us? Is top leadership level crucial, after all?

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Radames

Radames

When not in a position of authority or power, what is the best way to get buy in from others, or influence team members to adopt your challenge(s) to the status quo?

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Jane

Jane

A question is live to hear from Amy Edmondson - how do get a management team to coordinate and cooperate when organization is set up with traditional silos & matrix structure.

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Judy Lundy

Judy Lundy

What is the single most important behaviour/act senior leaders need to consistently perform in order to encourage employees at all levels to normalise speaking up and acting up in a truly empowered manner about progressive ways of working?

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Neil Miller

Neil Miller

What are practical steps leaders can take to move us to share more and adopt a feeling of abundance rather than the constant need to work and earn more?

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Pim

Pim

When not in a position of authority or power, what is the best way to get buy in from others, or influence team members to adopt your challenge(s) to the status quo?

Radames

Love it! Any specific person to address this one to in particular?

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Hiam Sakakini

Hiam Sakakini

I believe it is important for an organisation to have a good first impression for an employee. What are the most effective recruitment and onboarding practices you have seen that turn a new starter into an employers' biggest advocate from day one.

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Pim

Pim

I believe it is important for an organisation to have a good first impression for an employee. What are the most effective recruitment and onboarding practices you have seen that turn a new starter into an employers' biggest advocate from day one.

Hiam Sakakini

Great one. Any specific person to ask this question to?

Also, check out something we wrote earlier that touched upon this topic: https://corporate-rebels.com/recruitment/

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Michael

Michael

Hi Rebels, last week I attended a workshop with Richard Bartlett and Nathalie Lombardo (The Hum.org) in Lisbon. One of the topics was Power Dynamics in horizontal organisations and the topic of co-ownership (to prevent reversing all progress made in horizontal workplaces by the pioneers).
There are a number of examples where, after a change of majority ownership, the new owner (or the real decision maker) decided to return to command & control (e.g. FAVI, Origin (after its acquisition by Philips), Wodify and to a lesser extent Zappos (after its acquisition by Amazon)).
So how can these pioneers warrant the safeguarding or continued application of the core principles and the fundamental changes that were made?
At first glance, co-ownership would make it more difficult to undo the revolution but it does not exclude it, once ideas contrary to the ideas of the founders infiltrate the organisation (see for example political parties that are hijacked).

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Michael

Michael

So how can these pioneers warrant the safeguarding or continued application of the core principles and the fundamental changes that were made?

Michael

For reference: when John Ferriola became CEO of stock-quoted steel producer Nucor (nucor.com) in 2013, he called himself a "disciple of the gospel of Ken Iverson" (Nucor's legendary CEO who introduced a culture of trust, mutual respect and autonomy and a much flatter organisation in the '80s). Interesting details: he is the third CEO since Ken Iverson stepped down and had already been working for Nucor for a substantial time, so he was familiar with the culture.
But what if Nucor's board had recruited an outsider?

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Greg Kinsman-Chauvet

Greg Kinsman-Chauvet

If you should reward trust and/or added value over performance, how do you measure them?

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Linda

Linda

We are on a transformation journey within our unit (~80 people. Part of a 100k person company). We've accepted this will mean taking small, but courageous steps.
My question (to anybody who can give me an answer :)): how do you encourage more people within the unit to come along on the journey while at the same time making sure those already joined don't lose heart or get demotivated to continue.

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Joost

Joost

We are on a transformation journey within our unit (~80 people. Part of a 100k person company). We've accepted this will mean taking small, but courageous steps.
My question (to anybody who can give me an answer :)): how do you encourage more people within the unit to come along on the journey while at the same time making sure those already joined don't lose heart or get demotivated to continue.

Linda

That's a good question Linda! Many other people are struggling with the same problem...

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Joost

Joost

Hi Rebels, last week I attended a workshop with Richard Bartlett and Nathalie Lombardo (The Hum.org) in Lisbon. One of the topics was Power Dynamics in horizontal organisations and the topic of co-ownership (to prevent reversing all progress made in horizontal workplaces by the pioneers).
There are a number of examples where, after a change of majority ownership, the new owner (or the real decision maker) decided to return to command & control (e.g. FAVI, Origin (after its acquisition by Philips), Wodify and to a lesser extent Zappos (after its acquisition by Amazon)).
So how can these pioneers warrant the safeguarding or continued application of the core principles and the fundamental changes that were made?
At first glance, co-ownership would make it more difficult to undo the revolution but it does not exclude it, once ideas contrary to the ideas of the founders infiltrate the organisation (see for example political parties that are hijacked).

Michael

Hi Michael, good points! We actually wrote about this before: https://corporate-rebels.com/when-pioneering-companies-fail/

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