Managing Virtual Teams Webinar

Peter Thomson's picture

On June 12th Alison chaired a discussion about managing virtual teams, held as a webinar run by The Conference Board.

The panel consisted of
Peter Thomson, co-Author of 'Future Work'
Isla Ramos Chavez, Executive Director, Business Transformation EMEA for Lenovo
and 
Geoff Fulford, VP, Group Customer Service Excellence Unilever

Second edition formally launched!

Alison Maitland's picture

There was a real buzz at the event kindly hosted by EY in London on Tuesday evening this week to celebrate the launch of the second edition of Future Work. We're grateful to Gail Sulkes, Larry Smith and Jacobina Plummer, all of whom feature in the book in one way or another, for being a fantastic panel of speakers and sharing their stories, and to the audience for their thought-provoking questions and contributions. We had a great evening and we're very pleased to see the ideas and messages in Future Work making an impact.

Future Work extract published in EBR

Alison Maitland's picture

The latest edition of The European Business Review contains an edited extract from Future Work, in which we explain the TRUST principles for organisations to make a successful transition to agile future work by changing culture and management attitudes. The extract can be found here. The edition also includes features on innovation and on women's leadership. 

What will it take to succeed?

Alison Maitland's picture

What will the future world of work look like? How will the coming changes affect employees? What skills will leaders need to be successful in the new world of work? I answer these questions put by Bonnie Marcus in an interview she has written about Future Work for Forbes magazine online, published today. It's called "What will it take to succeed in the future world of work?" 

Broadcasts on Future Work

Alison Maitland's picture

I've been discussing the opportunities and challenges of Future Work in a webcast this week with The Conference Board's Matthew Budman, and also with Bonnie Marcus, US-based speaker, coach and radio show host. The webcast, How Flexible is Too Flexible? can be found here.

Chapter 11 - "Looking over the horizon"

Peter Thomson's picture

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.

Chapter 10 - "Making it happen yourself"

Alison Maitland's picture

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.

Chapter 9 - "Making it happen as an organization"

Peter Thomson's picture

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.

Chapter 8 - "Strategies for change"

Alison Maitland's picture

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.

Chapter 7 - "Culture is Critical"

Peter Thomson's picture

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?

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