Submitted by Peter Thomson on 25 April, 2014 - 10:47
In the final chapter of the book we take a look into the future and identify some likely trends. We recognize that technology will continue to influence our lives and that connectivity will be available, wherever we are, at speeds unimaginable today. We consider the growth of the ‘contingent’ workforce and work becoming more of a tradable commodity, rather than a job. We look at the changing shape of careers to become more fluid and less linear, or ladder-shaped. And we raise the idea that offices will shift from being workplaces to meeting places.
Submitted by Alison Maitland on 23 April, 2014 - 08:14
Chapter 10 is a new chapter, which we’ve written to inspire and help individuals who want to introduce new ways of working in their organisation, department or team. There’s also advice on “dealing with technology overload”. And we address the dangers of ineffective management leaving remote workers feeling cut off, or overworked and burnt out.
Submitted by Peter Thomson on 17 April, 2014 - 09:36
New ways of working are introduced for many different reasons. They may be driven by legislation, employee requests, union pressure or ‘diversity’ goals, or they could be the result of a rationalization of space designed to save costs. In Chapter 9 we show how a future work scheme is introduced as part of the business strategy and contributes to the bottom line.
Submitted by Alison Maitland on 14 April, 2014 - 09:43
How can organisations make a successful transition from the old world of work to the new one? In Chapter 8, the first of three chapters on implementing future work, we set out strategies for making the shift, including the crucial TRUST principles – our five global guidelines that have attracted attention around the world.
Submitted by Peter Thomson on 11 April, 2014 - 14:43
We asked managers from across the world about their organization’s culture and how they would like it to change. The results of this survey are covered in Chapter 7 and show that managers think their current culture is too much ‘command and control’ and not enough ‘trust and empower’. So why haven’t they done something about it?
Submitted by Alison Maitland on 9 April, 2014 - 08:13
Does the office have a future? And what are the implications for management and leadership of the trend to new types of workplace? These are the questions we address in Chapter 6, with updates on the impact of the Microsoft office-of-the-future at Schiphol airport and the US government’s drive for more efficient use of federal buildings. There’s a new case study on culture change and activity-based working at Commonwealth Bank of Australia, as experienced by one of the bank’s top executives.
Submitted by Peter Thomson on 7 April, 2014 - 09:48
In Chapter 5 we look at the role of leaders and ask if managers rising through the organization have to sacrifice personal interests in the process. Using examples from BDO, Addleshaw Goddard, the Foreign Office, Accenture and IBM we show that there are alternatives to the excessive work hours and unbalanced life that usually go along with top level jobs.
Submitted by Alison Maitland on 4 April, 2014 - 09:22
It makes good business sense for organisations to adopt an agile future work model as the norm, and in Chapter 4 of the book we explain why. More companies are starting to understand and act on the business case – in the UK, a coalition of firms has created the Agile Future Forum as a way to enhance the country’s economic competitiveness.
Submitted by Peter Thomson on 2 April, 2014 - 01:37
In Chapter 3 we ask why we have a long hours culture despite having technology that was supposed to make our working lives better. We show that rewarding people for the hours they work, rather than for results, produces poor productivity. We also point out that conventional flexitime schemes can result in clock-watching and disruption to business.