Employees commiserate, Entrepreneurs brainstorm You must have noticed that in the examples used on the "How" page the employees eagerly engaged in finding new savings and profits in addition to eliminating their malfeasant behaviors. In the very real sense they became intra-organizational entrepreneurs (or “intrapreneurs”) without even thinking about it… And that is another feature of our elegant system: while repelling wrongdoing like oil repels water, it inherently promotes good collaborative entrepreneurship among people. Do you have any doubt that entrepreneurial people are far more active and innovative than the ordinary “wage slaves?” - We hope not. How about the fact that all of us have a glimpse of entrepreneurial talent within? If you doubt it, consider this: during the decades of his field work, the 2006 Nobel Laureate Professor Muhammad Yunus of Grameen bank and his followers in the micro- credit movement have proven beyond any doubt that in appropriate conditions anyone can be an entrepreneur. "All human beings are entrepreneurs" asserts Dr. Yunus, with a good reason: largely thanks to his organization’s support of millions of most unlikely entrepreneurs - the destitute and illiterate Muslim women, his formerly impoverished country of Bangladesh is now one of the fastest-growing economies in the world. The pattern of entrepreneurial re-awakening repeats itself everywhere. Indeed, even the "Chinese miracle" of the last three decades is largely the result of the Chinese government letting the entrepreneurial talents of their own people from under the wraps...and both Bangladesh and China have only scratched the surface! Since people’s entrepreneurial talents only increase when they are used, this is a limitless resource that all countries have in abundance. Had the employees' stifled entrepreneurial talents been fully harnessed by businesses and governments throughout the world, the nations and companies would have gained trillions of dollars in additional economic value every year - all effectively free of charge. In our own estimation, in the first year alone full engagement of the previously dormant entrepreneurship would produce three to five trillion dollars worldwide. The problem is, obviously, that in the conventionally managed organizations most of that entrepreneurial talent either withers on the vine or is actively repressed: after all, it can easily lead to a tidal wave of malfeasance and corruption. On a macro level one needs only to look at the Russian "robber entrepreneurship" of the nineties to see the degree of damage that can result from truly unbridled entrepreneurship. Our management system nips all wrongdoing in the bud while creating a perfect environment for growing and efficiently harvesting this neglected resource. It makes people care. Unleashing employee collaborative innovation and creating the perfect learning environment, it automatically drives individuals, teams, and entire organizations to improve everything that matters - no training or executive effort required. So, if you’re a public manager, do you want to remain “The Watch Dog” in (on) the chain of command instead of being a truly inspirational leader? If you’re a business owner - don't you want to see your employees come to work every day wanting to find a better way to do their jobs, and thus make you money, instead of looking for ways to shirk? If you're the president of your company or your country - why act after your competition eats your lunch and not now? To foster their employee innovation, perennially successful companies like SAIC, Google, GE, Toyota, W.L. Gore, and Semco SA use management systems distantly resembling ours. Alas, their custom-made systems are not as effective as ours, and transfer poorly, if at all. In contrast, our simple system is self-adaptable (fitting in every place as if it was designed for it), infinitely scalable and is a breeze to install. Even in a vast company like Wal-Mart it can be put in place in a week and also scrapped in an hour, although who would want that? The quick will eat the slow In his 2007 book “The Future of Management,” the world-leading business strategist Gary Hamel pleaded with organizational leaders to shed their old management schemes. He convincingly argued that better management systems act as winning business strategies for their perspective companies: they allow companies to adapt and innovate faster than the competition (and these days it is not the big who eat the small – it's the fast who eat the slow.) Dr. Hamel established the Management Innovation Lab at the London Business School where he searches for the management methods of the future. When it comes to the management of both innovation and malfeasance, we already have what Gary Hamel is seeking. You can have it too. info@CorruptionManagement.com |
LINKS TO OTHER SITES
| A Division of Fallibility Management Group |
| CorruptionManagement.com |
Clean out all wrongdoing. Quickly and profitably.
| For your convenience we collected links to other anti-corruption and pro-ethics websites. We hope they will help you solve your problems. If not, you can always come to us to solve them faster, gentler and more profitably. Please use your critical judgment in choosing which information and whose help to use. The World Bank Transparency International OAS Anti-Corruption Page International Chamber of Commerce Anti-Corruption Resource Centre OECD Anti-Corruption Group Canadian Centre for Ethics and Corporate Policy Center for Ethical Business Cultures Global Integrity Business Anti-Corruption Portal Ethics World Suggest to us other links to post here. |
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