Time for change

• The new workforce
• Motivation is more than money
• Rewarding work, not time
• Capturing hearts, minds and wallets
• Leadership for the future
• Under new management

2 How work has evolved

• A historical shift
• Henry Ford’s legacy
• Technology is not a panacea
• Changing expectations
• The role of gender
• Work and life across generations
• Future work for all sectors
• New types of work contract
• In summary

3 Turning convention on its head

• The scourge of the ‘long-hours culture’
• The trouble with flexible work arrangements
• Flexing time and place
• Future work
• Getting results
• It’s all about culture
• Putting theory into practice
• A matter of motivation
• Autonomy at work
• In summary

4 Why it makes business sense

• Productivity gains
• Cost savings
• Improved customer response
• Business continuity
• Healthy, motivated people
• Creativity and innovation
• Saving the planet
• In summary

5 Leaders for the new world of work

• Can there be life at the top?
• Gender and generational shifts
• Finding the right ‘fit’: Slade Fester
• Change in an inflexible profession: Monica Burch
• Shared leadership: Carolyn Davidson and Tom Carter
• Leading dispersed teams: Christel Verschaeren
• Finding balance as a high achiever: Mike Dean
• A wider pool of leaders: Isla Ramos Chaves
• In summary

6 Changing workplaces

• Does the office have a future?
• From workplace to meeting place
• Human and carbon footprints
• ‘In between’ workspaces
• The nature of creativity
• Breaking down resistance
• Adapting as a leader
• In summary

7 Culture is critical

• Part one: organizational cultures
  • What managers say
  • Key survey findings
  • Actual versus ideal cultures
  • Tackling inertia
  • Linking culture to future work
  • Gender and leadership styles
• Part two: national cultures
  • Future work around the world
  • Rise of the Dutch ‘daddy day’
  • Common ground
  • Talent in the global economy: India
  • In summary

8 Strategies for change

• Barriers to change
• Five TRUST principles for progress
• What skills do managers need?
• In summary

9 Making it happen as an organization

• Trusting your people in practice
• Social media: enemy or friend of the corporation?
• Rewarding results in practice
• Understanding the business case in practice
• Starting at the top in practice
• Treating people as individuals in practice
• Addressing managers’ concerns
• In summary: principles, skills and practices

10 Making it happen yourself

• Trust your people
• Reward results
• Understand the business case
• Start at the top
• Treat people as individuals
• New rules for the new world of work
• Dealing with technology overload
• Have we gone too far, or not far enough?
• In summary

11 Looking over the horizon

• Cloud cover
• Growth of the ‘contingent’ workforce
• Careers change shape
• Status and hierarchy
• Sustainable developments
• Conclusion