Michele Zanini
Co-founder and Managing Director at MIX

Hackathon Public Profile

2 years 4 weeks ago
Michele Zanini posted Phase 3 Highlights
Our hackathon team developed nearly 70 mini-hacks during Phase 3.  In this post, we’ll share a few of the contributions we feel have great potential to be developed further into fully-formed ha... More
2 years 1 month ago
Michele Zanini liked Allow all employees to post solutions publicly, for the entire organization to see and apply (with out regard for rank or titles)
2 years 1 month ago
Michele Zanini liked Eliminate employee numbers, use their names instead
2 years 1 month ago
Michele Zanini liked No internal e-mail policy
2 years 1 month ago
Michele Zanini liked Random Leadership Designator
2 years 1 month ago
Michele Zanini liked Information sharing through technology and a continuous size up of conditions, actions, and needs
2 years 1 month ago
Michele Zanini liked the hackaton meta hack
2 years 1 month ago
Michele Zanini liked Personalized Dashboards
2 years 1 month ago
Michele Zanini liked Limit organisation size to about 150 in a function-based federation.
2 years 1 month ago
Michele Zanini liked Develop a deep shared knowledge of the organization’s dynamics
2 years 1 month ago
Michele Zanini liked Create a composable organization
2 years 1 month ago
Michele Zanini liked Teach and enforce metrics based self-management
2 years 1 month ago
Michele Zanini liked Ping - till- Perfect
2 years 1 month ago
Michele Zanini liked Driving business farther and faster
2 years 1 month ago
Michele Zanini liked A responsibility-based organization is the answer to break up monolithic structures.
2 years 1 month ago
Michele Zanini liked Empower employees to work towards long-term goals
2 years 1 month ago
Michele Zanini liked Bureaucracy can be busted using a decentralized technology-mediated organization structure
2 years 1 month ago
Michele Zanini liked Implied Positive Consent - Flip bureaucractic mindset on its head
2 years 2 months ago
Michele Zanini posted A short guide to developing “mini hacks” to bust bureaucracy
As we move into Phase 3 and focus on our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of our... More
2 years 2 months ago
Michele Zanini liked Adopt a federated structure rather than the existing monolithic structure.
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Phase 3 Highlights

Our hackathon team developed nearly 70 mini-hacks during Phase 3.  In this post, we’ll share a few of the contributions we feel have great potential to be developed further into fully-formed hacks during Phase 3.

By Michele Zanini on July 29, 2021
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A short guide to developing “mini hacks” to bust bureaucracy

As we move into Phase 3 and focus on our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of our effort.

By Michele Zanini on June 24, 2022
mini-hacks
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Hackathon Report: What we learned about Hacking HR

In April 2013, CIPD and the Management Innovation eXchange (MIX) invited HR and business leaders to crack the adaptability challenge through a hackathon—an online problem-solving event designed to harness the collective intelligence of progressive HR and management practitioners from around the world.

By Michele Zanini on November 7, 2021
cipd
hackathon
hack hr
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Open 360° feedback

Many companies use 360° feedback to gather a wide range of input on the performance of individual managers.  Despite its popularity, the usefulness of 360° feedback can be limited by a few factors:

  • Feedback is typically gathered from people who are hierarchically close (peers or 1 level up or
    • ...
By Michele Zanini on June 7, 2022
performance review
Openness & Transparency
360
feedback
evaluation
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A short guide to developing “mini hacks” for HR

As we move into Phase 2 and begin our first “hacking” sprint of the hackathon, we wanted to provide some background that should help you prepare for the most exciting and creative stages of the hackathon.

By Michele Zanini on June 7, 2022
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Too few, and too large, organizational units

In our experience, most executives overweight the advantages of scale and underweight the advantages of flexibility, and this fuels the enduring managerial preference for combining small units into big ones.

...

By Michele Zanini on May 8, 2022
rigid structure
scale
inflexibility
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Peer-to-Peer Performance

The "management" piece is traditional performance management typically assumes top-down control--that is, someone higher up the chain is supposed to ensure that their "direct reports" are delivering the expected performance.  The hierarchical approach creates several issues that Bjarte and others have pointed out--e.g., extensive gaming, overreliance on the judgment/expertise of...

By Michele Zanini on September 21, 2021