The five principles of corporate hacking Premium

To read the article in full, become Privileged Subscriber or log in

If you really want to bring down barriers and shake up (bad) work habits, launching vast transformation plans is not enough in itself. You have to encourage your teams to challenge the status quo or even circumvent established processes so they can progress in project mode, improvise and experiment with new ideas.

1- Take a chance on open collaboration : stimulate collective intelligence and break down the barriers within your company by promoting networking and the sharing of good ideas as well as mistakes and setbacks across all stockholders in the value chain, including outside the company (with suppliers, partners… and even competitors).

2- Practice “disobedience” : urge your teams to question – or even defy – any arbitrary, ludicrous or counterproductive procedures so they can increase the meaning of their work — and their commitment to it.

3- Privilege action over action plans : concentrate on the practical implementation of projects in the field rather than on empty rhetoric that is out of touch with reality. Go along with solutions that are not perfect but that are rapid, prototyped and inexpensive so you move past temporary problems.

4- Prioritize expertise over pedigree : an employee’s authority should depend on the contribution he or she makes to progressing projects, not on his or her position in the hierarchy. Managers must learn to trust, delegate and develop the expertise of their team members to the full.

5- Work towards empowering everybody : increased autonomy and reduced hierarchical control go hand-in-hand with greater accountability and awareness of individual responsibilities. All employees should become intrapreneurs.


To read the article in full:

Agility: is hacking your company the answer?


Based on Makestorming, le guide du corporate hacking, by Stéphanie Bacquere and Marie-Noéline Viguié (Diateino, June 2016), The Stupidity Paradox: The Power and Pitfalls of Functional Stupidity at Work by Mats Alvesson and André Spicer (Profile Books, June 2016) and an interview with Kumar Idan, Appliances manager, TE Connectivity Consulting, New Zealand (October 2016).