By Alison Maitland
But many enterprises are gradual to gain this. They grasp to a inflexible version of fastened operating time and presence greater suited for the commercial age than the electronic age.
This is undesirable for enterprise. there's plentiful facts that trusting humans to regulate their very own paintings lives, no matter if separately or in groups, can pay off. companies that degree and present humans via effects, instead of hours, reap the benefits of better productiveness, extra stimulated staff, greater customer support, and reduce costs.
Future Work units out the compelling company case for a transformation in organizational cultures and dealing practices, drawing on a different foreign survey and dozens of examples of leading edge businesses making the transition. It explains:
• Why present versatile paintings preparations fail to accomplish the company merits of a wholesale shift to an self sustaining paintings culture
• Why destiny paintings calls for management types that play to woman strengths
• Why places of work of the longer term should be assembly locations instead of workplaces
• How managers may help digital groups to collaborate and confirm that expertise is our servant, no longer our master
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Extra resources for Future Work: How Businesses Can Adapt and Thrive in the New World of Work
In Chapter 3 we show how future work will emerge as a product of these changes, built on a model of individual autonomy and a culture of trust and responsibility. C HAPTER 3 Turning convention on its head Organizations that remove the artiﬁcial boundaries around how, where and when work gets done are those that are winning in today’s marketplace. They are more ﬂexible, more efﬁcient, and better able to respond to rapid change. Fiona Laird, co-lead, ‘Agile Working’ program, Unilever Which of the following two companies sounds more like yours?
Home workers frequently have to log in to a time-management system to count their hours. Flexible time has been pasted on to conventional ﬁxed work patterns without any fundamental change in the work model, but with a lot more complexity. The second key variable in ﬂexible working is location. The choice of where we work has opened up over the last decade with mobile technology. There is remote working, location-independent working, home working and other variations on the theme. People work on the move, with their BlackBerrys, iPads, netbooks and smartphones.
We look at how Unilever is doing this at its futuristic new ofﬁces in Hamburg in Chapter 6 and we analyze the group’s agile working strategy in Chapter 8. New types of work contract The last decade of the twentieth century brought a rapid growth in the ﬂexibility of employment contracts. Part-time work, staggered hours, condensed working weeks and ‘ﬂexi-time’ spread. Remote and home-based working increased with the introduction of mobile technologies. But these were mainly just variations of the permanent, full-time job.