Future Work: contents

1. Time for change

  • The new workforce
  • Motivation is more than money
  • Rewarding work, not time
  • Capturing hearts, minds and wallets
  • Leadership 2.0
  • Under new management

2. How work has evolved

  • A historical shift
  • Henry Ford’s legacy
  • Technology is not a panacea
  • People’s changing priorities
  • 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 trouble with flexible working
  • The scourge of the ‘long-hours culture’
  • 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
  • Saving the planet

5. Leaders of the future

  • 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
  • Challenges of promotion: Chris Ainslie
  • 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
  • New rules for the new world
  • Next generation
  • 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’
    • Technology leads the way
    • Common ground
    • Talent in the global economy
    • How managers can prepare

8. How to break free of the old model

  • Barriers to change
  • Five principles for progress
  1. Trust your people
  2. Reward output, not input
  3. Understand the business case
  4. Start at the top
  5. Treat people as individuals
  • What skills do managers need?

9. Putting it into practice

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

10. Looking over the horizon

  • Cloud cover
  • From employment to deployment
  • Careers change shape
  • Status and hierarchy
  • Sustainable developments
  • Productivity and growth
  • Conclusion
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