![]() Their purpose is to inspire new solutions to long-simmering problems by making every company as genuinely human as the people who work there. Not all the moon shots are new, but many tackle issues that are endemic in large organizations. Still others seek to transcend the limitations of traditional patterns of management thinking. Others focus on better ways to unleash creativity and capitalize on employees’ passions. A number of challenges focus on ameliorating the toxic effects of hierarchy. ![]() To do so will require both reconstructing the field’s philosophical foundations so that work serves a higher purpose and fully embedding the ideas of community and citizenship into organizations. Topping the list is the imperative of extending management’s responsibilities beyond just creating shareholder value. Accordingly, in this article, Hamel (who has set up the Management Lab, a research organization devoted to management innovation) outlines 25 “moon shots”-ambitious goals that managers should strive to achieve and in the process create Management 2.0. The group’s first task was to compile a roster of challenges that would focus the energies of management innovators around the world. What drew them together was a set of shared beliefs about the importance of management and a sense of urgency about reinventing it for a new era. Gore’s Terri Kelly, and IDEO’s Tim Brown. Prahalad, Peter Senge, and Jeffrey Pfeffer new-age thinkers, like James Surowiecki and progressive CEOs, such as Whole Foods’ John Mackey, W.L. The so-called renegade brigade, led by Gary Hamel, included academics, such as C.K. In May 2008, a group of management scholars and senior executives worked to define an agenda for management during the next 100 years.
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