Employees commiserate, Entrepreneurs brainstorm

You must have noticed that in the examples used on the home page the employees
eagerly engaged in finding new savings and profits
in addition to eliminating their old
malfeasant behaviors. In the very real sense they became intra-organizational
entrepreneurs (a.k.a. “intrapreneurs”) without even thinking about it… And that is the
second feature of our elegant system: while repelling wrongdoing like oil repels water, it
inherently promotes good collaborative intrapreneurship among employees.

Do you have any doubt that entrepreneurial people are far more active and innovative
than the ordinary “wage slaves?”  How about the fact that all of us have a glimpse of
entrepreneurship?

During the decades of practical work, the 2006 Nobel laureate Muhammad Yunus and
his followers in the micro-credit movement have proven beyond any doubt that in
appropriate conditions anyone can be an entrepreneur. The problem, however, is that
within conventionally managed organizations most of that talent for action and
innovation is either lost without appropriate support or is actively repressed, for, indeed,
it can lead to corruption and malfeasance...

Our management system profitably harvests this great unused resource while
preventing corruption in the bud. Fully tapped by businesses and governments
throughout the world, this process could easily give countries and business owners
trillions of dollars in additional economic value every year, effectively free. Moreover,
people’s entrepreneurial talent only increases when used!

Given the amazing potential of employee intrapreneurship every rational governor or
business owner should want more of it – it makes people care. If you’re a public
manager - do you prefer being “The Watch Dog” in the chain of command when you
could be an inspirational leader?  If you’re a business owner, wouldn't you want to see
your employees come to work every day wanting to find a better way to do their jobs
instead of looking for ways to cheat?

Creating the perfect learning environment, our system drives individuals, teams, and
entire organizations to improve everything that matters. To foster employee innovation,
perennially successful companies like SAIC, Google, GE, W.L. Gore, Semco SA and
many others use management systems distantly resembling ours. Alas, their custom-
made systems aren’t as effective as ours and transfer poorly, if at all. In contrast, our
elegant system is universally adaptable, infinitely scalable and is much quicker 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 why?)
                   
                                         
The quick will eat the slow

In his 2007 book “The Future of Management,” the world-leading business strategist
Gary Hamel pleads with organizational leaders to shed old management schemes. He
convincingly argues that better management systems act as winning business
strategies for their perspective companies, since companies with better management
systems can adapt and innovate much 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.





















                                                      
                                                           
                                                         
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nfo@CorruptionManagement.com
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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



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