Ragnvald Blindheim

Managing Director - Evorium,


This conversation is closed.

How do Corporate Rebels challenge conventional business practices?

We are planning a TEDxOslo event in sept 2012 with the theme "Corporate Rebels". We will explore how "Corporate Rebels" challenge conventional business practices, and through this delivers massive value to the employees, the community, society at large and the bottom-line.

Would love to hear from the TED community and learn from your experience, examples of Corporate Rebels and their work and possibly good ideas for speakers on this subject.


  • thumb
    Dec 18 2011: I recently completed a study about corporate rebels that has some interesting insights about what motivates rebels, the value they provide to organizations. You can download here. http://www.slideshare.net/Foghound/corporate-rebel-ebook.

    Also recently launched at site by and for corporate rebels: www.rebelsatwork.com. You'll find some interesting stories, articles/research/videos about rebels and heretics. I'd love to share my rebel story at your TEDxOslo! Lois
    • thumb
      Dec 18 2011: Very interesting findings Lois, thank you for sharing!

      I might be derailing from the main topic, but i would be interested to learn, based on findings like yours on corporate rebels, where is it that the term rebel starts to acquire a bad connotation as we depart from the corporate into a wider social environment. Have you heard or read of somebody looking at that aspect?

    • thumb
      Dec 18 2011: Can I ask where your stats came from? If you collected them yourself, what country where they collected in and was there a certain company profile you used when surveying? I enjoyed your presentation!
      • thumb
        Dec 19 2011: Marsella: The survey was approximately 90% US, 10% Western Europe. I would be fascinated to see how the responses differ in Asian countries....
  • thumb
    Dec 22 2011: By charging a free lunch to the company black-card!
  • Dec 19 2011: One element that I feel is also pertinent is how rebels often get promoted to higher responsibilities but are then expected to tone down their rebel attitude / behaviours.

    It appears that corporations love the result that rebels bring but would rather not see how it's done (the level of risk taken for example). In areas of responsibilities, that behaviour becomes much more visible and difficult to keep up. I wonder if we sometimes promote rebels to their level of incompetence or if we remove the tools they need to perform?
  • thumb
    Dec 19 2011: Great responses!

    Lois I´ll check out your e-book and reach out later.

    Carol: now I have some movies to watch over the holidays! :)

  • Dec 19 2011: LOL Corporate Rebels play along to get hired, then realize how inefficient and wrong the company they work for is, then they get fired and most find a new job and few create their own business and become competitors.
  • thumb
    Dec 19 2011: Andres: The label "rebel" is very controversial and makes people -- especially executives -- feel uncomfortable. But whether you say rebel, maverick, change agent, heretic -- these types of people do stir up new ideas that often are uncomfortable. Yet it is in the uncomfortable that truly innovative ideas live. We need to learn how to be uncomfortable to see what needs to be changed.

    All that said, I often use a "good vs. bad" rebel chart to show the difference between people who are simply angry and rebelling against vs. people who are rebelling FOR ideas that they believe will make a difference. It's easy to rebel against; the people who know how to rally people to rebel FOR positive change are the people who are changing companies, governments and countries. In some ways I think the label "rebel" is too extreme. Yet the labels "maverick or change agent" are too comfortable. Thoughts?
  • Dec 17 2011: This is a good question:

    I believe it starts with ones values, the "why" of rebellion as a "rebel" one needs to authentic, believe and have conviction for a specific outcome, and have the courage to pursue it, value data and fact based decisions.

    Secondly there are the necessary skills, have stamina for he inevitable setbacks, be politically aware, capable of forming and reforming coalitions of other change rebels, maintain focus

    Thirdly, having the "what" or the purpose of the rebellion clearly defined (if one is going to take risk then it is better that the purpose is clearly defined) strategic frameworks like Enterprise Architecture and Business Model design are important tools for challenging organizations, this is the "what" of the rebellion.

    Finally, I think about the "how" of rebellion this must include over and covert action, understanding matrix structures and being able to exploit these structures is key, giving people what they want while embedding inside this what they need but do not necessarily want.
  • Dec 17 2011: watch "Collapse" you'll want or need to watch "Future by design" it allows you to breath again , as will "Zeitgeist" after watching these documentaries and many others these seem to me at least to hold a possible key for our future. It has changed my mind and given me a path and a way, but no one person can move a mountain.

    These are the radical ways of thinking and accepting the truth of what actually is, instead of what we hope it is, is the only way to correct, change and improve the manor in which we must move forward.

    Finding that one plan that the majority of people will agree to move forward toward, that is the problem, that one voice that says, I know what is and what we can become.