Future Work (2nd Edition) by Palgrave Macmillan Professional Business

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© Alison Maitland and Peter Thomson 2014 Foreword © James S. Turley 2014 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2014 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978–1–137–36715–0 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library. A catalog record for this book is available from the Library of Congress. Typeset by MPS Limited, Chennai, India.

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Contents

List of Illustrations, Figures, Tables and Case Studies

xiii

Foreword

Authors’ Preface and Acknowledgments to Second Edition

Time for change

xvii

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

3 5 7 10 11 14

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

19 20 21 24 26 30 32 36 39

Turning convention on its head

The scourge of the ‘long-hours culture’ The trouble with ﬂexible work arrangements Flexing time and place

43 44 46 ix

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Future work Getting results It’s all about culture Putting theory into practice A matter of motivation Autonomy at work In summary

48 49 52 53 55 56 60

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

67 71 72 73 73 75 76 79

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

81 83 86 87 90 92 94 96 98

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

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99 102 106 109 111 113 115 117

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Culture is critical

118

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

119 119 119 120 123 124 125 127 127 130 132 133 135

Strategies for change

136

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

138 140 150 156

Making it happen as an organization

157

1. Trusting your people in practice Social media: enemy or friend of the corporation? 2. Rewarding results 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

159 160 162 163 164 166 167 176

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

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179 180 182 185 187 188 189 191

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xii

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

192 194

195 196 198 201 203 204 205

Notes

207

Further Reading

217

Index

218

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CHAPTER

Time for change

Bram Meulenbeld and Martijn van der Linden, two Dutch men in their 30s, started out in traditional high-flying corporate careers, working for ING bank and Philips among other employers. During the global economic crisis, each concluded it was time for a change. ‘I didn’t want to go to an office all my life,’ says Martijn. The two friends heard about a young firm called Amplify Trading, in London’s Canary Wharf, recruiting people to trade financial futures electronically from wherever they were located. They moved to a remote chalet high in the Austrian Alps, enjoying mountain sports in the mornings and switching on their computers in the afternoons to earn a living by trading shares on the New York stock exchange. They worked for as much or as little time each day as it took to make enough money. A year later, they returned to the Netherlands to embark on new careers in sustainable development. Bram set up a consultancy and website and Martijn turned to writing a book, both working mainly from their homes. Bram says he is grateful that he can work in a way that would not have been possible 20, or even 10, years ago. ‘I decided that “structured” life in an organization did not meet my requirements. I moved to Austria to benefit from two valuable things in life: a very interesting and challenging job and at the same time being able to fully benefit from all the things I value in life.

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‘Now, as I’m working from home, I can offer lower hourly tariffs because I don’t have an expensive office. I use all kinds of online tools – Skype, Dropbox, Prezi – to work with others, while having all the freedom that I want around my work.’ Martijn coordinates the Platform for an Economy based on Sustainability and Solidarity and chairs the Our Money (Ons Geld) foundation which campaigns for reform of the ﬁnancial system. He still works mostly from home, collaborating with a wide range of people in the Netherlands and abroad. ‘We share information and knowledge online instantly between international specialists,’ he says. ‘It’s a competitive advantage for those who are involved.’1

We are living in a time of exponential technological change. All around us there is evidence of digital breakthroughs. Whether it’s an octogenarian ordering groceries online, a celebrity encouraging a mass protest through Twitter, or a young man reconstructing his past through Facebook after illness wiped out his memory,2 the Web and its applications have rapidly and fundamentally altered our lives. They are having a profound effect on the way we communicate, learn and socialize. You may well be reading this book electronically on a Kindle, iPad or other e-reading device. As the experience of Bram and Martijn illustrates, there is enormous scope for the way in which we work to change as well. Many people have choices unimaginable a decade or two ago. Some companies are responding by radically rethinking how they organize and manage people. They are at the forefront of a revolution in how we work. Many organizations, however, remain stuck with a model of employment and management practices that were appropriate for work in the nineteenth and twentieth centuries, but are no longer so for the twentyfirst. People are still expected to be present at their workplace for fixed periods of time and are paid by the hour, day, week or month for turning up. Long hours are often required and rewarded without any measure of the productivity involved. Getting the job done in half the time and going home early, instead of winning people praise, is more likely to see them sidelined as ‘slackers’. Yet there is overwhelming evidence that employees are more productive if they have greater autonomy over where, when and how they work. It should not be surprising to find that people feel motivated to produce

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their optimum when they are trusted to manage their own work patterns. There is nothing new in the concept of empowering employees. Progressive management thinkers have been preaching this since the middle of the last century. What is new is that we now have the technology to enable a major shift in the way people work. It has already transformed how hundreds of thousands of self-employed individuals carry out their jobs. But many large organizations are struggling to make the transition to more efficient business, better working lives and a healthier planet. Fifty years ago, Douglas McGregor, the MIT management professor, wrote in The Human Side of Enterprise: ‘Many managers would agree that the effectiveness of their organizations would be at least doubled if they could discover how to tap the unrealized potential present in their human resources.’3 Managers often pay lip service to his proposition that people tend to be self-motivated and that management by empowerment is more effective than command-and-control (McGregor’s Theory Y versus Theory X). When it comes to putting it into practice, however, old habits die hard. In this book, we challenge those old habits. We explain why they have to change if companies are to keep pace with the competition in the networked world. Drawing on a wide body of research, and on interviews with organizations at the leading edge, we reveal the culture, approaches and skills required to make the transition to more effective ways of managing people and to organizing work for the overall beneﬁt of business, individuals and society.

The new workforce There are powerful reasons why companies and managers need to think differently about people and work. Tectonic shifts are taking place in the composition of the workforce, and in attitudes in wider society, which demand a response from any organization that wants to secure talent for the future, as we explain in Chapter 2. Women now make up between 40 percent and 50 percent of the workforce in most developed countries,4 as well as half or more of the employees inside many organizations. They represent the majority of the educated

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talent pool – around six out of ten graduates coming out of universities in the developed world, and a rising force in many parts of the developing world too.5 As women’s earning power grows to equal or even outstrip that of their partners, the other side of the coin is that more men are taking on greater responsibility for childcare and are willing to be active fathers. In the US, the conflict between work and family commitments, felt acutely by working women during the late twentieth century, is now shared by men in dual-income families.6 In the UK, fathers and mothers who were questioned about what would most help in achieving a better balance in their lives wanted ‘a wider range of flexible job opportunities in all types of jobs’ – a finding mirrored in the Shriver Report, A Woman’s Nation, in the US.7 The fact is that the traditional male career model – which assumed people would have an unbroken full-time career and a steady rise to a peak of performance and earning power in their late 40s or 50s, followed by retirement around 60 – does not fit the new majority of the workforce. Our aging societies pose both a huge challenge and an opportunity for better ways of working. From Japan and Australia to Italy and Germany, countries are grappling with how to support a generation of old people, as the population of working age shrinks and fewer young people enter the workforce. The extension of working life is now inevitable in many parts of the world to maintain pensions and old-age care at acceptable levels. Fortunately for governments and employers, this lengthening of working lives coincides with a desire on the part of many mature people to work past traditional retirement age, whether for financial reasons or to stay active and fulfilled. Many of them do not want to work in the old way, however, with fixed, full-time hours. Research shows, for example, that American baby boomers who continue working want greater control, autonomy and choice about where, how and when they work.8 This is a desire they share with others, notably the youngest people in work. This youthful cohort, variously called Generation Y, Millennials or digital natives, takes the greater flexibility afforded by technology for granted. They have grown up with the means to connect with their peers anytime anywhere, and they expect to be able to work this way too.

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Young ‘knowledge workers’ are as likely to want to work while munching a sandwich over their laptop in a wireless-enabled café as behind a desk in a traditional office. Many companies are inadequately prepared for the cultural changes that will take place as these younger workers move into leadership roles. According to one survey, over two-thirds of senior executives think their organizations are too reliant on male CEOs from the baby boomer generation and only 41 percent say they are ready for the coming demographic changes.9 ‘Companies which don’t change are always vulnerable,’ says Richard Boggis-Rolfe, chairman of Odgers Berndtson, the executive search ﬁrm that commissioned the research.10 ‘But they will change, the successful ones will.’

Motivation is more than money Demographic shifts, globalization and cost-cutting have already led to significant changes in the contractual models between employer and employee, with the growth of temporary agency work and the rise in part-time jobs in regions like Europe. The economic downturn following the global financial crisis saw an increase in insecure employment such as ‘zero-hours contracts’ in the UK and ‘mini-jobs’ in Germany, which earn less than the tax threshold. At the same time, new web-based companies are springing up to challenge incumbent, or ‘legacy’, organizations by offering competitive rates based on their relatively low overheads and lack of hierarchy. These ﬁrms often assemble individuals or teams to work on speciﬁc projects and then disperse and regroup, giving the workers a high level of autonomy but lower job security than traditional employment contracts. As economies become more knowledge-based, there will be a decline in permanent employment, predicts Denis Pennel, managing director of the International Confederation of Private Employment Agencies (Ciett). The future, he suggests, may look like a throwback to the past – to before the Industrial Revolution when most workers, such as farmers, artisans and shopkeepers, were self-employed and responsible for their own output. ‘They will have work to do but with several different

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employers,’ he said in a Financial Times interview.11 ‘Technology enables this. It means people can be based anywhere and gives organizations access to global expertise.’ One of the chief preoccupations of business leaders is how to attract, motivate and retain skills and talent. The excesses uncovered by the global financial crisis triggered a fundamental questioning of reward and motivation, management styles and dominant models of work. It is perhaps no coincidence that the investment banks at the heart of the crisis were among the most extreme proponents of command-and-control management, short-term results and huge rewards, with the expectation of exceptionally long hours and ‘face-time’. Since the crisis, there has been widespread questioning of the conventional view that success is measured solely by the size of one’s salary or bonus. Public discontent, even outrage, continues to be expressed at the high compensation that many executives receive. There has been a powerful backlash against ‘rewards for failure’, especially when contrasted with the impact on ordinary people of government measures to reduce public spending and budget deficits. A new branch of social science, the economics of happiness, is attracting increasing interest. Ever since Abraham Maslow introduced his Hierarchy of Needs in 1943, psychologists have been studying how people gain satisfaction in life. As Richard Layard points out in his book Happiness,12 we are no happier now than we were 50 years ago, even though our incomes have doubled. The ‘Happiness Index’ produced by City & Guilds, a UK vocational education body, underlines how money does not buy happiness. ‘For the last five years, sky-high salaries have rated pretty low on our list of reasons for feeling fulfilled and satisfied in our careers,’ it says.13 Given the urgent need for talent and skills, many organizations are worried about the big challenge they face in keeping employees motivated and committed. Only 40 percent of employees in North America are fully ‘engaged’ with their work, according to a report by the global consulting firm BlessingWhite.14 Engagement levels range from 42 percent in India to just 22 percent in China, with Europe at 31 percent and Australia and New Zealand at 37 percent.

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Research indicates that both baby boomers and the young workers of Gen Y, particularly in advanced economies, place at least as much importance on having ﬂexible work, high-quality colleagues, recognition and access to new challenges as they do on ﬁnancial rewards.15 The new generation joining the workforce is also much more concerned about environmental issues and likely to look closely at the ‘green’ credentials of a potential employer before applying for a job.

Rewarding work, not time An important way to motivate people is to trust them with greater autonomy over how they get work done. Doing so will reap dividends for managers and organizations, as the many case studies in this book demonstrate. What we are proposing goes beyond arrangements typically known as ‘flexible working’. Since the turn of the twenty-first century there has been a surge of interest in alternative working practices. The topic is moving from being a curiosity represented by a few supposedly quirky companies such as Semco in Brazil or Happy Computers in the UK to being part of mainstream human resources management. The trouble is that most cases of flexible working have simply been grafted on to existing management practices without reviewing or changing the underlying model of work and careers. This has resulted in an uncomfortable coexistence between traditional management attitudes and pockets of greater flexibility, as we describe in Chapter 3. Practices such as part-time work, compressed working weeks, job shares and term-time working do not challenge the prevailing, but now outdated and unsuitable, model of work. These cosmetic adjustments are introduced as an employee benefit and are commonly viewed by operational managers as a cost and an imposition. They are not seen as a business initiative to increase competitiveness and improve the bottom line. So, in the second decade of the twenty-first century, we still live in a world where the predominant form of employment is ‘fixed time and place’. This was established at the time of the Industrial Revolution to meet the demands of a manufacturing-based economy, and it lingers on today as if the Information Revolution had not happened.

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This model is based on time: If you give me your time to perform a job, I will reward you per hour. If you are a ‘part-time’ person and work less than the normal hours, you will be rewarded pro rata. The hours of work are set down in a contract issued by the employer, accepted by the employee and enforced by managers. Many employers now offer varieties of ‘flexi-time’, allowing employees to vary their starting and finishing time around a set of core hours. But this is still a time-based relationship where the commodity being purchased is hours. What is achieved during those hours is of secondary importance. In many business cultures, people are expected to work far longer than the contracted hours. By doing so, they are seen as ‘loyal’, ‘dedicated’ and ‘hard working’ and are rewarded and promoted for this. The concept of paying for time implies that people give up their freedom in exchange for money. They no longer have control over what they do between 9 a.m. and 5.30 p.m. from Monday to Friday – or 7 a.m. and 9 p.m. if they work in a high-pressure job. They need permission to go to the dentist, attend a funeral or take a holiday. They have the impossible task of taking their children to school at the same time as they are supposed to be getting to work and they end up in traffic congestion caused by everyone else trying to do the same thing. No wonder that in Britain, for example, self-reported work-related stress, depression or anxiety accounted for an estimated 10.4m lost working days in 2011/12.16 Or that in Australia, 60 percent of working women and nearly half of working men feel consistently time-pressured, and most workers would rather have two weeks’ extra holiday than an equivalent pay rise.17 Paying people by the hour is the opposite of rewarding productivity. If you work slowly to perform a task, you will get paid more than if you work quickly. If your lawyer takes two hours to sort out your legal problem, you will pay her twice as much as if she fixes it in an hour. If the plumber takes three hours to mend a leak, he gets paid more than the efficient one who does it in an hour. This system even encourages people to slow down their rate of work during ‘normal’ hours so that a job runs over into ‘unsocial’ hours and they are paid a higher rate to compensate for the extra hours. What’s

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more, when people are paid for a fixed number of hours per week, as happens in the vast majority of organizations, working efficiently and completing tasks quickly results in being given more work to fill up the hours. So, while ‘flexible working’ is a step toward a more sensible approach to work, it misses a fundamental point. Who is responsible for making sure that work gets done? If it is up to management to divide work into jobs and allocate these to people in return for a number of hours of their labor, we will remain stuck in an Industrial Age model of work. If a group of people agree on what they are going to achieve, then each carries out the tasks necessary to provide the results required, we have a new approach to work and management. This new approach is well-suited for what Gary Hamel, the influential business thinker and writer, calls ‘the creative economy’, in which ideas are the basis of competitive advantage and management is about creating an environment in which people feel free to take the initiative, make connections and seize opportunities without waiting for direction. It involves a radical change in the way work is done, rewarding people for their ideas and output, not for their time. Some organizations that have already made the change, or are in the process of doing so, call this ‘smart’ or ‘agile’ working because it makes sense for business as well as being good for people. We call it ‘future work’, because it represents the way that successful businesses will operate in the future, not just in terms of the technology that supports the change, but also crucially in terms of the way that work is organized and people are managed. It often takes longer to move organizational cultures and attitudes than it does to introduce smart technology or create futuristic workspaces. It is much easier to build a ‘future work’-ready company from scratch than to change long-established organizations, where there will be resistance and a tendency to fall back on command-and-control management in tough times. However, it is not an option to stand still and resist the change happening all around. We feature organizations of many types throughout the book, including household-name companies, which are pointing the way to the future.

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Capturing hearts, minds and wallets A key argument in favor of new ways of working is that they improve productivity, a point we demonstrate in Chapter 4, where we examine why future work makes business sense. Countless surveys have shown big improvements in output when people have greater autonomy over how, where and when they carry out their work to meet their objectives. This is a persuasive argument for managers to use in countering doubts about the new work model. As long as practices such as working from home are seen simply as an employee benefit, they will not be treated seriously, especially by business leaders. However, when it becomes clear that they are major contributors to business success, attitudes change. As John D. Finnegan, CEO of Chubb, the US insurance group, told the Financial Times, he was initially skeptical about reported benefits but then changed his mind. ‘As most CEOs would, I saw it as an employee accommodation program with a cost. I didn’t know you could at the same time maintain or increase productivity.’18 The trigger for making a radical shift in the organizations we have studied is usually a business need – the soaring cost of real estate, a drive to improve customer service or a focus on reducing high rates of employee turnover. The benefits do not have to be confined to ‘knowledge work’, although this type of work is easiest to transform through communications technology. Jobs in many sectors, such as health care and retailing, have to be done in a fixed location, while others, in manufacturing for example, require people to be available at fixed times of the day or night. But even these jobs contain tasks, such as form filling and record keeping, that are susceptible to far greater autonomy than is currently exercised. In addition to productivity, the business benefits of future work include major cost savings on real estate and on employee turnover and absenteeism, extended customer service cover and the ability to enter new markets faster. There are less obvious advantages, such as a lower risk of business disruption and more transparent succession planning. There are also important benefits for the environment and wider society, which in turn contribute to the green credentials and public image of the organization. Productivity can be combined with greater well-being. Flexible working interventions that increase worker control are likely to have a positive

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effect on health, according to a study of ten research projects.19 Another report, looking at over 24,000 IBM employees worldwide, found that those with workplace ﬂexibility could work an additional 19 hours per week before experiencing the same level of conﬂict between their work and personal lives as their office-bound counterparts.20 The global economic crisis brought urgency to the drive for change. Organizations have been forced to focus even harder on costs. Many resorted to shorter working weeks on reduced pay as a way to preserve jobs during the recession. Natural disasters, such as the 2011 earthquake and tsunami in Japan and Hurricane Sandy that hit the Caribbean and North America in 2012, have underlined the importance of new, technology-enabled work practices. Companies that equipped people to work from home or on the move experienced far less disruption than the rest. In the post-crisis period, the savings associated with a shift to future work offer employers a further opportunity to improve growth while keeping a lid on costs.

Leadership for the future Much has been written about collaborative technology – the web of devices, services and applications that enable organizations and people to work together more efficiently in the internet era. Cloud computing is the next stage of this evolution that is changing the way we work. Technology often provides the essential underpinning, but the key to moving to a more efficient and healthier working model is a change in culture, led from the top of the organization. This book is about the human side of the transition to future work. It is aimed at leaders and managers who want to equip themselves with the thinking and skills needed to meet the challenges of the new world of work. It also provides practical advice for individuals seeking to rebalance their lives and at the same time work more effectively. The global crisis triggered fevered debate about the leadership of our largest institutions, particularly in the ﬁnancial sector. The economic

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repercussions of the financial earthquake left trust in business leadership at a low ebb. According to the BlessingWhite survey, only half of employees in Europe and 57 percent in North America trust the people at the top of their organization, who represent the culture and values and who need to inspire performance and commitment.21 Rebuilding this damaged trust will take innovative approaches as well as time. Leaders must also face the fact that trust is ebbing away from institutions. Research by Edelman, the international public relations firm, points to a democratizing trend, with people trusting their peers or experts nearly twice as much as government officials or chief executives. ‘The hierarchies of old are being replaced by more trusted peer-to-peer, horizontal networks of trust,’ says CEO Richard Edelman.22 Many of today’s senior managers rose to the top by working long hours in full-time jobs. They have reaped the rewards of that system. The not so subtle message to others is that if they want to climb ‘the ladder’ of success, they too must follow traditional career paths and make the necessary ‘sacrifices’. The mantra is that senior jobs in high-performing companies require near total commitment of body and soul, and that balance at these high levels is virtually impossible. Yet the crisis has demonstrated more clearly than ever how essential it is to have balanced, responsive leaders at the top of companies to avoid a repeat of the disasters that brought whole institutions crashing to oblivion. The prevailing work model at the top is not a healthy way to live, to lead or to maintain perspective – witness the surveys showing high levels of stress among managers, as well as staff. It also sends a negative message to many aspiring leaders: don’t expect to have any control over your lives if you choose to climb the ladder to the executive suite. Will the talented individuals joining the workforce today be prepared to play this game? There is increasing evidence to show that they – and many of those already in the workforce – will not. This will leave an evershrinking pool of potential leaders, with more skills and talents leaking out of larger organizations. ‘Leadership in the past was built on organizational power and the ability to dish out money,’ says Damien O’Brien, head of Egon Zehnder, the

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executive search firm. ‘This new generation coming through will have less deference to organizational power and for many of them money will be less of a driver. They will come to work if they are inspired. The successful leaders of the future will be those who enable their people to release their creativity, rather than trying to control what they do.’23 The biggest component missing from leadership today – especially in the corporate world – is women. If diversity in the leadership team really is a strategic objective, as more and more business leaders claim it is, then the requirement of ‘total commitment’ will undermine it. It will perpetuate the exclusion, or self-exclusion, of a large part of the talent that companies need to survive and thrive. This, in turn, will encourage ‘groupthink’ – the pressure within a homogenous group to go along with the prevailing arguments rather than rock the boat – and the damaging fallout that we saw during the global crisis. Christine Lagarde, managing director of the IMF and former French finance minister, is a strong advocate of more power for women, and she also argues for a more responsible, equitable approach to global finance. ‘We need a financial sector that is accountable to the real economy – one that adds value, not destroys it,’ she told the 2013 World Economic Forum annual meeting. Research shows that female management skills are well attuned to the more democratic workplaces of the future and to the needs of the younger generations X and Y.24 ‘They’re more participative in their leadership style, they have a sensitivity to risk, they’re less hyper-competitive, and all those things align themselves with a more democratic, participative workplace,’ says Professor Cliff Oswick, head of the faculty of management at Cass Business School in London.25 A fresh approach to leadership is essential if organizations are to break free from the old rules of work. In our research for this book, we found a growing band of women and men who have had the courage to challenge and change these rules, not only by encouraging future work in their teams but also by remodeling their own career and work patterns. Future work is for everyone. It is important that leaders, including those responsible for running large businesses, show how it can be done, as they are the most powerful agents of change. We tell the stories of seven trailblazing leaders in Chapter 5, and feature others through the book.

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Leaders and managers who set goals for people and trust them to achieve those goals will encourage others at every level to take on responsibility and generate positive outcomes for the organization. This will lead to power being distributed through the company, rather than simply being concentrated at the top. Diversity, as research studies show, is important to creativity and innovation. Future work will enable a more diverse group of people, from different backgrounds and with different perspectives and talents, to ﬂourish and move into leadership positions.

Under new management For many of today’s managers, these shifts are likely to be a challenge, since they require a willingness to examine and probably change aspects of their own management style, as many of those we interviewed have done. It may feel uncomfortable. But it produces significant results and it is already happening in companies at the forefront of the new world of work. In Chapter 6, we explore the role of location in future work, and the implications for management methods as teams become dispersed across locations and time zones, and as offices change from being workplaces to meeting places. Traditionally, managers have been responsible for the allocation of tasks to their people. They have decided what needs to be done, by when and by whom. They have monitored progress and used various motivational techniques to encourage their staff to perform effectively. The whole process has been based on the assumption that the manager knows best and has the authority to tell people what to do. Yet for the past 50 years, respected management writers have been arguing that motivation is about giving people responsibility and creating an environment where they can use their skills to achieve something satisfying. Maslow, Frederick Herzberg and McGregor were preaching this in the 40s, 50s and 60s and Charles Handy, Peter Drucker and Tom Peters were pushing the same messages in the 80s and 90s. As Dan Pink puts it in his enlightening book Drive, recent behavioral science studies show that ‘autonomous motivation promotes greater conceptual understanding, better grades, enhanced persistence at school and in

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sporting activities, higher productivity, less burnout and greater levels of psychological wellbeing. Those effects carry over to the workplace.’26 It is about trusting people to get on with their work and giving them real freedom of choice as to how they do the job. It is about rewarding success, not punishing failure. In summary it is about treating people as adults and not as children. We carried out a survey of international alumni of Cass Business School and Henley Business School in the UK, as well as other managers around the world, to investigate what kind of organizational cultures enable future work to thrive. Our key ﬁndings are that:

A majority of managers expect there to be a revolution in working practices in the next decade

Most managers think their organizations are not adapting fast enough to new ways of working

A majority want more freedom to let people manage their own work patterns

More than half believe new ways of working would benefit their business

Organizations that enable future work tend to have a strong culture of trust, to value individual creativity and input and to treat people as selfmotivated

Based on these findings, we explain in Chapter 7 what kind of culture organizations need to foster to adapt and thrive in the new world of work. We also see how countries and regions vary widely in their openness to new working practices, although the desire for a different deal from work is not peculiar to employees in advanced industrial societies. The number of hours worked each year gives an indication of the differing approaches to work among developed nations. According to OECD ﬁgures, people work an average of 1381 hours per year in the Netherlands while at the other extreme in South Korea the average is 2090 hours.27 This means that more than three Dutch workers are needed to match the hours worked by two Koreans. There is a distinct difference in approach

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between many European Union (EU) countries, which are restricted by the Working Time Directive, and the US, where there is no regulation. Both genders in the US work on average 41 hours a week. In Europe, women work just over 30 hours, compared with around 38 hours for men.28 In addition to our unique survey, we have interviewed over 70 executives and experts in global companies, medium-sized firms, online businesses and public sector organizations around the world. There have been notable developments since our book was first published in 2011, which we have incorporated into this second edition. The controversial decision by Yahoo to ban working from home in early 2013 was interpreted by some as a sign of a wider backlash against autonomy for employees. However, we have encountered more and more companies that are keen to adopt new working practices and want to know how. The Yahoo move triggered a useful debate about collaboration in the new world of work and the importance of getting communication right in virtual and dispersed teams. Drawing on our research and our knowledge of what works, we write about strategies for change in Chapter 8. We set out the main principles – we call them the ‘TRUST’ principles – and the key skills that leaders and managers need to develop for future work. This book is about a twenty-first century model of work and management that starts from the principle that people are involved in the process. It recognizes that employees have lives outside the workplace and allows for this in the creation and design of jobs. It is empowerment in practice. The ultimate empowerment is self-employment. This gives an individual the freedom and the responsibility to get work done however they choose. So this is a good place to start when designing jobs for the future. Can the work be given to an individual who is totally self-managed, who charges for his or her output and who is responsible for his or her time? There may be good reasons to keep the work in-house and give it to employees. If so, can it nonetheless be done by people who manage their own time? If your organization starts from the basis that work is done in the office between fixed daytime hours, then you still have something close to a traditional work arrangement. If you believe that work – or at least parts

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of people’s ‘jobs’ – can be done anywhere at any time, then you are moving toward future work. In Chapter 9, we guide organizations on how to put this approach into practice. Leadership from the top is crucial, so it is important for senior management to understand and commit to the business case for change in their organization. Managing by results, rather than micromanaging the hours people work, is another key step for organizations to take. Anand Pillai, senior vice president at HCL Technologies, the Indian IT services company that advocates putting employees ﬁrst, says that it is an insult to their intelligence to recruit and train the best people and then tell them what to do. ‘They have the knowledge, they have the resources, we

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just have to empower, engage and enable them to use it. That’s the beauty of an intrapreneurial organization – people taking responsibility for doing the things we have entrusted them to do.’29 By agreeing what needs to be achieved, managers can set their employees free from the constraints of ‘presenteeism’ – the belief that they must be present in the workplace, often for long hours, regardless of whether there is work to do – and allow them to work more productively. Trusting people to act as adults, and enabling them to decide the best way to do their job, including the ‘where’ and ‘when’, is the secret of success. Organizations that have discovered this are now reaping the rewards. Those that have not are in danger of being overtaken by events. For individual managers, the experience of implementing future work will depend heavily on the organizational culture, as our research shows. Chapter 10 provides advice and practical examples on how managers, teams and individuals can make the changes work. Using the fact that people are more productive when they have control over their own work patterns, for example, the team can discuss how to achieve their business goals as well as healthier, more balanced lives. If you work in an environment where experimentation is encouraged and managers are able to try new ideas, it will be a positive experience. If complying with the status quo and maintaining corporate norms is the route to success, it will be an uphill battle. This should not stop you from trying, since by doing so you will be helping your business to adapt and thrive. In the ﬁnal Chapter 11, we gaze over the horizon at how jobs, careers, workplaces and hierarchies are likely to evolve. Change is happening fast, faster than any other major changes in the history of work, and technology-enabled future work will not wait for those who fail to seize the opportunity now.

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Index

3G, 22 4G, 22, 197 7causes, 198 absenteeism, 10, 31, 64–5, 68, 71, 111 ACCA, 25 Accenture, 94, 95, 173 accountability, 107, 117, 165, 189 activity-based working, 115 Addleshaw Goddard, 88 administrative staff, 78 adults treating people as, 15, 18, 55–6, 64, 141, 161, 175 ageing, 31 see also demographic trends Agency Workers Directive, 200 Agile Future Forum, 62, 186 agile working, 9, 33, 35–6, 41, 114, 128, 147–9, 173, 180–1, 187 Airbnb, 136 Allenberg, Howard, 78 Alliance for Bangladesh Worker Safety, 42 Amazon, 199 Amplify Trading, 1 Andersen, Birgit Gylling, 35 anytime anywhere, 4, 100, 141, 149, 180, 190 Apple, 43, 148, 197

appraisal, 49, 126 see also performance Aron, Dave, 203 Asia, 29, 32, 127, 128–9, 132, 154–5 Australia, 4, 6, 8, 32, 100, 106–7, 115, 132–3, 146 Austria, 1 availability, 79, 128, 149, 173 B&Q, 31 baby boomers, 4, 5, 7, 30, 31 balance gender, 84: see also gender job and family, 29, 66 life and work, 4, 12, 24, 28, 30, 33, 53, 78, 91–2, 94, 102–3, 117, 126, 133, 154, 187 Bangladesh, 42 Bank of England, 83 banks, 33, 180 Barclays Bank, 26 barriers, 55, 99, 128, 166, 174, 204, 206 BDO, 51, 62–3, 72, 77–9, 80, 86–7, 124, 165 Been, Gonnie, 104 Belgium, 92, 100, 131, 188 beneﬁts, 38, 76 agile working, 62 autonomy, 162

218

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bottom line, 124, 206 business, 10, 51, 67, 77, 148, 163 change, 175 cultural, 173 economic, 186 environmental, 76, 106 ﬂexibility, 191 future work, 65, 157–8, 171, 174 intangible, 78 organizational, 91 productivity, 163, 169 reduced travel, 171 social, 66 social media, 161 tangible, 77 technology, 166 see also business case Bennis, Warren, 54 Best Buy, 50–1 birth rate, 129 BlackBerry, 191 BlessingWhite, 6, 12, 132 Boggis-Rolfe, Richard, 5 bonus schemes, 49 boundaries, 23, 45, 85, 103, 149, 191, 196, 201 Branson, Richard, 142, 157, 188 Brazil, 7, 58, 101, 124 Bring Your Own Device, 23 British Civil Service, 26 British Foreign Office, 90 British Library, 109 Brittin, Matt, 75, 112 broadband, 22, 70, 129, 198 Brouwer, Harry 113–15 BT, 69, 72, 76, 81, 129–30, 139, 150, 161, 163, 200 building utilization, 108 Burch, Monica, 87 burnout, 15, 43–4, 66, 74, 166, 172 business case, 17, 78, 140, 143–5, 150, 152–3, 157, 163, 165, 177, 180, 182, 185, 186

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business continuity, 73, 148 BYOD, see Bring Your Own Device Caldwell, Rhona, 160, 167 California, 37, 80, 154 Cameron, Charlotte, 39 carbon emissions, 76, 129 footprint, 76, 100, 106, 147 see also CO2 career, 12–13, 19, 25, 29, 60, 85–6, 90, 92, 127–9, 133–6, 166, 189, 201–3 development, 132 male model, 4 career-life ﬁt, 135 caregivers, 28, 139 Carter, Tom, 90 Cass Business School, 13, 15, 33 cell phones, 22, 31 champion, 124, 145, 164–5, 174 change barriers to, 138 behavior, 172 business world, 96 catalysts, 128, 206 champion of, 145 constant, 104 habits, 105 in law ﬁrm, 87 major, 145, 164 management, 93, 187 momentum for, 179 open to, 152, 177 organizational, 87, 135 physical environment, 117 radical, 138, 142 resistance to, 179 speed of, 135 strategies for, 136 technological, 2 time for, 1 willingness to, 129, 177

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change – continued work style, 186 working practices, 179 Chapman, Bob, 134 China, 6, 32, 42–3, 70, 80, 91, 97, 101, 127, 132–3, 184, 195, 197 China Labor Watch, 43 Chinchilla, Nuria, 128 Chubb, 10, 63–4, 72 Cisco, 67, 76, 100–1 City & Guilds, 6 City of London, 33, 87 Civil Rights Act, 26 Cleverly, Richard, 128 cloud, 11, 23, 73, 196–7 CO2 emissions, 65, 66, 77, 102 reduction, 68 see also carbon Cole, David, 142, 181 collaboration, 16, 82, 84, 101, 105–6, 112, 115, 117, 170, 172, 176, 186, 189, 202 virtual, 175 command and control, 3, 6, 9, 20, 116, 120–1, 125, 142, 189 commitment, 12–13, 33, 54, 81–2, 85, 138, 146, 165, 183 lifetime, 36 Commonwealth Bank of Australia, 101, 115 communication, 16, 38, 54, 68, 86, 97–8, 102, 104, 114, 116, 125, 135, 151, 156, 188, 197, 202, 204 commuting, 49, 50, 63, 67–8, 76–7, 99, 109, 110, 129, 133, 156 competition, 3, 50, 87, 140, 183 compressed hours, 45, 60, 124 weeks, 7, 41 conditions of employment, 24 conference calls, 176, 196 congestion, 8, 35, 110, 129, 131

connectedness, 100 contact centers, 69 contingency planning, 73 contingent workforce, 36, 199, 200, 203 contractors, 102, 198, 200 contractual models, 5 control, 56, 140, 152, 160, 177 fear of losing, 114 letting go of, 145 loss of, 168, 174 over work, 13, 18, 31, 38, 47, 55, 71, 74–5, 85, 127, 133, 138, 160 Cordless Group, 110 core hours, 8, 45 Corporate Voices for Working Families, 24 cost savings, 10, 62, 64, 77, 79, 100, 106, 114, 148, 163–4, 171, 186, 205 Crackberry, 23 Cranfield School of Management, 71 creative economy, 9, 21 creative hub, 111 creativity, 13, 14, 15, 66, 111–13, 119, 122, 125, 132, 137, 158, 206 Credit Suisse, 35, 85 crisis management, 84 crowdsourcing, 198 culture, 52, 113 actual versus ideal, 120, 122 agile working, 150 change, 5, 11, 33, 52, 89, 107, 115, 118, 150, 153, 158, 164, 177 collaborative, 116 company, 83, 89, 115, 138, 148, 188 controlling, 180 extreme hours, 33 flexible, 87 flexible work, 161, 168 future work, 124, 125 ideal, 118, 120 long hours, 8, 43–4, 142

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management, 52, 60, 103, 110, 126 national, 100, 118, 127–8, 176 organizational, 12, 15, 18, 115, 117–21, 124, 135, 141, 163, 204 trusting, 15, 125, 137, 144, 180 Type A, 120–2, 124 Type B, 120–2, 124–6, 132, 204 working all hours, 34 customer demand, 62, 64–5, 144–5 customer service, 10, 57, 63–5, 72, 74, 79, 143–4, 164, 169, 173 cyberloaﬁng, 44 Czech Republic, 130 dabble time, 55 daddy day, 130–1 Davidson, Carolyn, 90 deadlines, 147, 162 Dean, Mike, 94 decision-making, 121 Decorte, Marc, 188 delegation, 152, 177 Deloitte, 134 democracy, 58 demographic trends, 5, 39, 88, 177 Denmark, 35 deployment, 200 Diageo, 83 digital natives, 4, 94 disability, 200 disengagement, 141 diversity, 13, 14, 33–5, 66, 81, 88, 127, 157, 191 Dixon, Mark, 110 downturn, 5, 25, 200 see also economy Dropbox, 2 Drucker, Peter, 14, 19, 20, 54–5 dual-income families, 4, 90 Dunbar, Dave, 69, 72, 76, 129, 161 Dutch, 1, 15, 57, 101–2, 130, 131–2, 198

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eBay, 30, 99 economic crisis, 1, 11, 71, 84, 126 economy creative, 9, 21 global, 133 individual, 37 knowledge, 112, 118 low-carbon, 106–7, 205 sharing, 136 state of the, 26 see also downturn Edelman, 12 Edelman, Richard, 12 Eden McCallum, 38, 39 Eden, Liann, 38 e-enterprise, 36 Egon Zehnder, 12, 202 e-lance, 38 Elance, 39, 198 email, 23, 94, 97, 111, 137, 141, 170, 176, 184, 189, 191, 192 Emerson, Delta, 53 emotional intelligence, 84 employee attrition, 70, 102, 154 autonomy, 2, 5, 7, 29, 48, 56, 58–9, 67–8, 72, 75, 97, 114, 119, 162, 168, 175, 188, 193 beneﬁts, 200, 203 empowerment, 3, 16, 56–7, 64, 103, 107, 115–16, 125, 160, 184–5 engagement, 6, 18, 35, 49, 74–5, 115, 132, 142, 155, 164 turnover, 10, 27, 31, 53, 65, 71, 154–5, 164 employment contracts, 5, 36, 48, 57, 173, 183, 201 legislation, 28, 199: see also legislation rights, 27, 38, 199 security, 199 self-, 3, 16, 56, 201

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empowerment, see employee engagement, see employee entrepreneurship, 199 environment, 10, 66, 76, 106, 137, 148, 205–6 Equal Opportunities Commission, 46 Equal Pay Act, 26 equal rights legislation, 26 see also legislation Equality and Human Rights Commission, 29, 46 Erasmus University, 102 Europe, 5, 6, 12, 16, 29, 30, 32, 43–4, 75, 80, 93, 96–7, 100, 104, 111–12, 130, 132–3, 204–5 European Union, 16, 81, 130, 200 Eversheds, 34, 186 Exelon, 81 extreme jobs, 74, 81 Facebook, 2, 23, 148, 191, 206 face-time, 6, 33, 129, 138, 146, 181–2, 202 face-to-face, 22, 81, 101, 109, 113, 147, 159, 167, 170–2, 175, 178, 190, 193, 195 fairness, 140, 166–7 Families and Work Institute, 29, 219 family, 4, 27, 28–30, 44, 63, 66, 80, 86–8, 94, 111, 128–9, 130, 146, 165, 167, 186, 196 family friendly, 27 Fell, Stuart, 144 female management, see management; see also women Fester, Slade, 80 ﬁnancial crisis, 5, 6, 25, 33, 180 see also economy ﬁnancial sector, 11, 13, 33, 106,-7 Finnegan, John D., 10 FitzGerald, Emma, 179, 184

flexibility, 24–6, 28, 36, 42, 46–7, 58, 70, 78, 81, 87, 126–7, 130, 139, 144, 168, 182, 200, 202 flexible hours, 45–6, 128 see also flexi-time flexible work arrangements, 41, 44, 60, 64, 79, 154 flexible working, 7, 9, 24, 28, 34, 44–6, 69, 75, 81, 84, 89, 120, 124, 127–9, 139, 157, 159, 161, 164, 179, 182, 205 flexicurity, 200 flexi-time, 8, 36, 44–5, 183 see also flexible hours focus rooms, 108 Ford, Henry, 20 Fordism, 21 Foxconn, 43 fractional work, 40 France, 100, 130–1, 192 free agents, 36 freedom, 15, 16, 52, 58, 60, 85, 119, 122, 125–6, 156–7, 172, 180 freelance, 38, 198 future work, 9, 13, 32–3, 48, 52–3, 55, 60, 64–6, 68, 71, 73, 76–7, 79, 83, 85, 96, 98, 103, 110, 115, 117–20, 124–5, 127, 142, 151, 157, 159, 173, 177–80, 185–7, 189, 193–4, 205 Future Work Forum, 151 Gap, 42, 51, 124, 143, 154–6, 192 Gartner, 161, 203 Gatrell, Dr Caroline, 30 gender, 26, 27, 34, 83–4, 125–7, 219 see also men; women General Services Administration, 68, 107 Generation X, 31, 203 Generation Y, 4, 7, 25, 30, 76, 133, 136, 147, 166, 201, 203

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generations, 13, 19, 25, 30, 36, 83, 133, 204 bookend, 31 Gensler, 108 Germany, 4, 5, 32, 101, 113, 130–1, 191 globalization, 5, 30, 140, 198 goals, 14, 18, 48, 55, 60, 63–4, 79, 83, 143–4, 149, 151, 157, 160, 162–3, 176, 183–4, 187 Google, 55, 75–6, 110, 112, 148, 197 Gore, Bill, 54, 55 Gore, W. L., 54–5, 60, 124 graduates, 4, 59, 88, 90, 176 green, 7, 10, 106, 109, 149, 205 Group M, 128 groupthink, 13

homeshoring, 69, 199 hot-desking, 95, 124, 165 HR, 28, 41, 51, 53, 128, 145, 147, 148, 151, 154, 155, 157, 163–5, 171, 187, 204 see also human resources HSBC, 133–4 hubs, 96, 109, 110 huddle rooms, 108 human resources, 19, 20, 63–4, 75, 102, 128, 133, 150, 160, 175, 204 see also HR Human Rights Watch, 27 Hurricane Sandy, 11, 73, 148, 181 hybrid arrangements, 159 models, 201

Hamburg, 33, 113–14 Hamel, Gary, 9, 21, 55 Handy, Charles, 14, 55 Happiness Index, 6 Happy Computers, 7, 60 Harnish, Tom, 49 Harper, Simon, 37 Harris Schwartz, Marcee, 63, 78–9, 165 HCL Technologies, 17, 118, 144 health, 10, 11, 27, 51, 64, 69, 73, 164, 206 Henley Business School, 15, 151 Hertfordshire County Council, 158 Herzberg, Frederick, 14 Hewlett, Sylvia Ann, 31, 74 hierarchy, 37, 54–5, 93, 103–4, 117, 138, 203 Hinckley, 111 Hobbs, Chris, 33 Hoekman-van Hassel, Ineke, 102 Holm, Andrew, 58 home working, 22, 50, 69, 70, 75, 129, 193 home-based working, 36, 139

IBM, 11, 65, 71, 75, 92–3, 110, 172, 175, 191, 195 IDC, 196 ideal organization, see organization IESE Business School, 128 IMF, 13 India, 6, 17, 30, 100–1, 127, 132–4, 195, 197, 205 individual contributors, 36 individuals, 140 self-employed, see self-employment treating people as, 140, 146, 152–3, 166, 178, 188 Industrial Age, 9, 20, 21, 31, 36, 58, 143, 203, 205 Industrial Revolution, 5, 7 inertia, 123, 135, 138, 153 inﬂuenza pandemics, 73 information age, 19 Information Revolution, 7 initiative, 7, 57, 68, 86, 114, 117, 122, 125, 129, 137, 153, 158, 164, 179, 181–3, 185–6 Innocentive, 199

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innovation, 14, 57, 65–6, 75, 87, 104, 110, 161, 190, 197 workplace, 23 INSEAD, 83 instant messaging, 73, 170, 176, 192 Institute of Leadership & Management, 84 international assignments, 90, 96 International Center for Work and Family, 128 International Confederation of Private Employment Agencies, 5, 200 internet, 11, 19, 21–3, 30–1, 36, 44, 50, 75, 105, 109–10, 112, 114, 127, 129, 136, 172, 196–9, 206 intrapreneurial, see organization investment banks, 6 involvement, 84, 176 iPad, 2, 197 Italy, 4, 32, 130 Jackson, Mike, 128 Jackson, Sarah, 25, 202 Jagger, Denise, 34 Japan, 4, 11, 32, 74, 100, 181 job redesign, 74 satisfaction, 132 security, 5, 25, 38, 200 sharing, 7, 45, 128 Johnson, Martha, 68 Joynson-Romanzina, Nia, 182 junior management, 29 Kansas State University, 44 Kaplan, Fabricio, 150 Kenya, 128 Kildare, Gary, 75, 175–6 Kindle, 2 knowledge work, 5, 10, 21, 22, 46, 48

labor laws, 174 market, 128, 174, 200 shortages, 132 Lagarde, Christine, 13 Laird, Fiona, 41, 148, 149, 171 Lancaster University Management School, 30 Latin America, 29, 128, 150 lattice organization, see organization Laurence, Guy, 72, 138–9, 143, 190, 192, 197, 206 law ﬁrms, 34–5, 88–9, 90 LawEvo, 37 lawyers, 26, 34–5, 37, 88–90 Lawyers on Demand, 37 Layard, Richard, 6 leadership, 13, 81 and gender, 125 attributes, 84, 126 development, 145, 146, 171 female, 84, 125 for the future, 11 from the top, 17, 145 hands off, 59 quality of, 25 roles, 60 shared, 90 skills, 82, 104, 151 style, 13, 50, 103, 117, 125, 145 support, 165 legislation, 27, 28, 107, 127, 130, 139, 157, 174, 186 family friendly, 28 ﬂexible working, 28 Lenovo, 96, 204 life expectancy, 32 LinkedIn, 148 Lister, Kate, 49, 76 Live Meeting, 104 LiveOps, 37–8, 199

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location ﬂexibility, 47 role of, 14, 98, 101 London Olympics, 35 long hours, 6, 12, 18, 33–5, 42–4, 49, 52, 73, 88, 131, 138, 162, 164, 202 low carbon economy, see economy loyalty, 49, 64–6, 68, 158, 201, 204 macho management, 55 Macquarie, 101, 106, 111, 116 Magnus, George, 32 management, 9, 21, 101, 152 control, 24, 54, 56, 103, 114, 117, 119, 139, 175 habits, 124 attitudes, 7, 101 behavior, 101, 120 by objectives, 49 by results, 17, 184 concerns, 167 consulting, 38 development, 164 female, 13, 84, 125 gurus, 54 implications, 108 methods, 21 overhead, 59, 66 practices, 7, 56, 119–20, 177 processes, 121 resistance, 107 role, 53, 204 rules, 189 self-, 20, 66 senior, 17, 28, 66, 148 skills, 66, 83, 140, 151, 176 style, 6, 14, 119, 120–1, 126, 151, 204–5 thinkers, 3 training, 96, 167, 174 writers, 14 Management Today, 84

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manufacturing, 7, 10, 59, 144 Marmot, Alexi, 101, 106, 112, 113 Maslow, Abraham, 6, 14, 55 Mass Career Customization, 134 maternity beneﬁts, 27 discrimination, 26 leave, 27, 28 Mathur, Deveshwar, 134 Matt Black Systems, 58 Mattison, Karen, 83 Mayer, Marissa, 50 McGregor, Douglas, 3, 14, 54–5, 120, 219 McKesson, 136 McKinsey, 38 MEC Access, 128 Mechanical Turk, 199 meeting place, 100, 102 meetings, 49, 67, 71, 81, 86, 98, 103–5, 109, 111–13, 153, 163, 168, 170–2, 177–8, 189, 190, 192–4, 205 men, 4, 8, 16, 24, 26–7, 84, 126–7, 130, 202 see also gender Mendelsson, Michelle, 35 Mercer, 25 Metal Assemblies, 144 Meulenbeld, Bram, 1 micro-management, 151, 152 Microsoft, 68, 99, 100–2, 104, 105, 110–11, 114, 116, 124, 143, 148, 190 middle managers, 108–9, 165, 175, 183, 206 Millennials, 4 Milne, Stuart P, 134 mini-jobs, 5 mobile workers, 109, 124 morale, 53, 65, 77, 134, 137, 166 motivation, 5, 6, 14, 42, 53, 55–6, 64, 74, 140, 147, 192 self-, 3, 15, 54, 55, 119, 121, 125, 196

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multitasking, 192 Mumbai, 134 myths, 82, 139, 187 National Grid, 179 National Health Service, 57 natural disasters, 73, 181 Nayar, Vineet, 118, 144 Neardesk, 109 Netﬂix, 185 Netherlands, 1, 2, 15, 99, 100, 102, 104, 124, 130, 143, 190, 205 network business, 36 new markets, 10, 65, 78, 164 New York, 1, 62, 74 New Zealand, 6, 132 Newton, Karen, 85 NHS Direct, 57 Nigeria, 128 nine day fortnight, 45 No Travel Week, 76 Norris, Mark, 115 North America, 6, 11, 12, 29, 32, 52, 132–3, 154, 155 Norton Rose, 33, 83 Norway, 28, 95, 100 O’Brien, Damien, 12, 202 O2, 77 Obama, Barack, 107 occupancy costs, 78, 106, 158 occupations, 47 oDesk, 198 Odgers Berndtson, 5 OECD, 15, 129, 219 office, 139, 187, 189 cost savings, 71, 78 costs, 106, 128 creative, 112, 113 design, 100, 104, 205 future of, 99 green, 109

mobile, 198 open-plan, 158 productivity, 44 rationalization, 158 redesign, 115 reduced cost, 78 rent, 62 role, 204 serviced, 109, 110, 205 space, 71 space reduction, 63, 72, 107, 131 space saving, 116 virtual, 67, 76, 175 Office for National Statistics, 22 online learning, 201 organization change see change culture see culture ideal, 126, 132 lattice, 54, 134 intrapreneurial, 18 progressive, 74 values, 121: see also values Oswick, Cliff, 13 outcomes, 14, 48–9, 51, 64, 66, 70, 125, 133, 143, 159, 162, 168, 177, 183–4, 186, 194 output, 10, 48, 54, 57, 66–8, 70, 89, 103, 114, 116, 132, 143, 149, 154, 161–2, 164, 168, 170, 177, 185, 186 overcome resistance, 158 Pardey, David, 84 parental leave, 27–8 parents, 28, 29, 55, 128–9, 131, 139 Parker Follett, Mary, 84 part-time working, 5, 7, 8, 22, 34, 36, 45, 60, 81–2, 102, 124, 130–2 paternity leave, 27 pay, 8, 26, 52, 59, 70, 147, 183, 199, 203 high, 6 legislation, 27

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paying for results, 182 Peach, Sevil, 100 Pegatron, 43 Pennel, Denis, 5, 200 pensions, 4, 25, 31 People Force, 86 people management, 146 performance, 12, 49, 61–5, 70, 74, 81–3, 89, 93, 114, 134, 149, 153, 163, 169, 177, 183, 185, 191 pay for, 38, 70 management, 149 Persistent, 195 Peters, Tom, 14 Petersen, Graeme, 115 Philippines, 30 Pillai Anand, 17 pilot, 68, 107, 134, 155–6, 169 Pink, Daniel, 14, 56 pioneers, 33, 98 teleworking, 22 place disconnecting work and, 24 ﬂexibility, 47 see also location Pogue, Janet, 108 Polman, Paul, 33 population aging, 31–2, 130 female, 102 working age, 4 world, 32 practical steps, 157 practices, 176 presence, 82, 85, 97, 101, 103, 137–8, 141, 145, 149, 181, 195 presenteeism, 18, 36, 44 Prezi, 2 PricewaterhouseCoopers, 24, 25 principles, 176 for progress, 140 production line, 20, 21, 48, 139

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productivity, 8, 10, 27, 33, 48–9, 64, 66–9, 79, 102, 121, 133–4, 148, 155, 162–4, 172, 186 progressive, see organization promotion, 44, 90 purpose, 100, 143, 170, 189, 192 see also goals quality of life, 196 Ramos Chaves, Isla, 204 RBS Choice, 181, 187 real estate, 10, 65–6, 68, 78, 104, 107, 110, 114, 154, 163–4, 169, 186 recession, 11, 36, 111, 131 reciprocal mentoring, 166 Redmond, 104 reduced hours, 41, 130–1 see also part time Regus, 110, 205 relationships, 30, 36, 79, 80, 101, 128, 152, 169, 175, 180 relocation, 90, 158 remote working, 36, 41, 67, 75, 77, 81, 85, 98, 106, 119, 172, 193, 205 Remote-controllers, 47 responsiveness, 152, 155, 178 Ressler, Cali, 154 results, see management Results Based Management, 49 results-based working, 49, 52 results-only work, 51, 154 Results-Only Work Environment, 49 see also ROWE retention, 64, 68, 155, 164 retirement, 4, 31–2, 74, 79 revolution in working practices, 15, 119, 124, 135, 196, 204 rewarding results, 140, 142, 152–3, 162, 177, 182, 185 see also output

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rewarding work, 7 Rinsema, Theo, 100, 103–4, 114 Robinson, David, 158 role of location, see location Rosati, Fabio, 39 Ross, Philip, 110 Rotterdam, 102 ROWE, 50–1, 154–6 Rowe, John, 81 Royal Bank of Scotland, 180 rules, 13, 156, 167, 180, 190 for the new world of work, 189 Ryan, 52–3, 60 Ryan, Susan, 32 sabbaticals, 200 Sainsbury’s, 62–3, 160, 167 sales increase in, 62, 64, 134, 150 satisfaction, 6, 48, 53, 56, 64, 70, 111, 115, 144, 164, 186 Schnabel, Paul, 130 self-direction, 56 self-employment, see employment self-management, see management self-motivation, see motivation self-rostered, 46 Semco, 7, 58, 60, 124 Semler, Ricardo, 58 senior jobs commitment to, 12 ﬂexibility in, 81 senior management, see management Severson, Eric, 51, 154–5, 192 sex discrimination, 27 shared objectives, 142 Shell International, 184, 188 shifts, 63, 69, 70, 78, 144, 159, 191 self rostered, 46 split, 69 Shift-shapers, 46 Shriver Report, 4 sick leave, 68

Silicon Roundabout, 110 Singapore, 110, 128 Singh, Ziggie, 63 Sirius, 35 skills, 66, 151, 152, 176 communication, 98, 135, 140, 151, 156 interpersonal, 38 leadership, 82, 96, 104, 151, 202 management, 13, 150, 152, 177 people, 83, 151, 175 retaining, 6, 66, 200 updating, 201 Skype, 2, 23 smart, 76, 89, 129, 205 work, 9, 76 work center, 129 smartphone, 21, 141, 175, 191 Smith, Larry, 195 social attitudes, 19, 127 challenges, 76 cohesion, 100 enterprise’, 59 groups, 101 media, 22–3, 93–4, 105, 160–1, 166, 177, 192, 198, 206 relationships, 36 shifts, 204 trends, 39 social media, see social socio-economic beneﬁt, 200 case, 140 South Korea, 15, 129 Spicer, Andre, 33 staggered hours, 36 stakeholders, 153 start at the top, 140, 145, 152–3, 177, 182, 187 status, 26, 55, 98, 103,-4, 117, 128, 138, 152, 182, 200, 203 Stewart, Henry, 60

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Strahorn, Kate, 107 strategy, 23, 33, 49, 51, 63, 69, 74, 78–9, 92, 98, 114, 129, 139, 145, 147–8, 157, 164–5, 168 agile working, 33 stress, 8, 12, 41, 49, 74, 101, 103, 191 Sulkes, Gail, 202 sustainability, 2, 28, 66, 106, 205 Sweden, 28, 74, 91 Swiss Re, 73, 142, 181, 182, 183 Switzerland, 100, 113, 147 talent attracting, 34, 53, 79, 134, 181, 201 female, 29, 147 mature, 31 management, 127 pool of, 32, 66 retaining, 6, 31, 36, 79, 88, 91, 201 securing, 3 war for, 113, 133 Tandon, Vikram, 133 Tangherlini, Daniel M, 108 targets, 49, 63, 125, 134, 143, 149, 162 see also goals Taylor, Frederick, 21 team spirit, 169, 181 team-based objectives, 143 teambuilding, 84, 169, 170 teams, 63, 72, 193 agile, 150 autonomous, 59 balanced, 176 cross cultural, 154 cross-functional, 148 dispersed, 14, 16, 82, 85, 92, 172, 175, 189 distributed, 188 diverse, 34 ﬂexible, 151 leadership, 96, 103, 145, 156, 16–5 mobile, 46 project-based, 93, 164

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remote, 151, 170 self-scheduling, 160 top, 84, 134 virtual, 93, 96–7, 103, 148, 156, 162, 170, 172, 174, 193 teamwork, 121, 126, 194 technology, 3, 21–4, 57–8, 93, 110, 141, 149, 161, 191–2, 196–7 collaborative, 11, 101 conferencing, 76 meetings, 104 overload, 191 smart, 9 telecommuting, 22, 57, 63, 77–8, 128, 134 telemedicine, 57 Telepresence, 171 telework, 22, 62, 68, 76, 107, 112, 134 Telework Research Network, 76 temporary agency work, 5 Terheyden, Laura, 136 term time working, 7, 45, 124 Thailand, 110, 127 The Conference Board, 84 Theory X, 3, 54, 120 Theory Y, 3, 54, 55, 61, 120 third spaces, 109, 117 Thomas, Mark, 111 Thompson, Jody, 154 Thomson Reuters, 127, 202–3 time at work, 30 control of, 56, 57 disconnecting work and, 24 ﬂexibility, 47 management, 45, 95, 101 off, 41, 53, 201 outside work, 30 personal, 46 with children, 29 time management, see time Timelords, 47 Time-stretchers, 47

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Index

Timewise, 83 Tohoku, 181 top management, 164, 203 transformation of work, 205, 206 travel, 110 reduction, 33, 65–6, 73–4, 76–7, 101–2, 148, 171 see also commuting trends, see demographic trends trust, 7, 12, 14–5, 39, 52, 68, 84, 86, 103, 105, 107, 114, 117–19, 121, 125–6, 131, 135, 138, 141–2, 144, 152–3, 158–61, 177, 180–2, 184, 189, 206 culture of, 57, 64 TRUST principles, 16, 140, 152, 156 Turkey, 130 Twitter, 2, 23, 191, 206 Type A, see culture Type B, see culture UK, 24, 29, 44, 127, 130, 132, 139, 186 UK Telework Association, 67 UNESCO, 29 Unilever, 33, 41, 101, 113–15, 147–50, 156, 171 unions, 21, 130 University College London, 101, 112 US federal government, 68, 101, 107 US Telework Exchange, 68 USA, 16, 24, 44, 127 values, 12, 25, 60, 120–1, 125, 157, 166 van de Krol, Ronald, 131 van der Linden, Martijn, 1, 205 Verschaeren, Christel, 92–4, 172 Veulliet, Yves, 191 videoconferencing, 97, 101, 110, 129, 171 virtual business, 111 call centre, 199 communication, 149 collaboration

corporation, 36 environment, 196 meetings, 148, 149 presence, 149, 170 teams, 16 work, 166 working, 202 Vodafone, 46, 72, 101, 138, 143, 189, 192, 197, 206 voicemail, 105, 170 W. L. Gore & Associates, see Gore Warwick University, 31 Waters, Caroline, 81, 130, 139, 144, 150, 163, 200 Webb, Maynard, 50, 99, 199, 201 Weisbaum, Jack, 79, 165 Welch, Jack, 21 Wikipedia, 57, 198 Wilson, Julian, 58 Windows, 197 women, 3, 4, 8, 13, 16, 19, 26–9, 30, 32, 84, 88–90, 93, 126–7, 148, 182, 202 see also gender Word Association, 111 work organization of, 9 contract, 36 hubs, 109, 204, 205: see also hubs patterns, 3, 13, 15, 18, 28, 45, 83, 144, 157, 166, 169, 174, 192, 193: see also working patterns worker control, 10 worker protection, 200 workforce new, 3 Working Families, 25, 202 working hours, 23, 32, 56, 58, 63, 129, 130, 141, 159, 191 working life extension of, 4 ﬂexibility of, 146

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working patterns, 24, 28, 46, 63, 68, 87, 119, 159, 179, 181, 194 see also work Working Time Directive, 16 work-life balance, see balance work-life conﬂict, 29 workplace ﬂexibility, 11, 51 works councils, 130

World Wide Web, 21 Wright, Mina, 108 Yahoo, 16, 50, 51, 172, 192, 199 Yammer, 23, 105 Yendell, Tim, 181, 187 YouTube, 23 Zambia, 91 zero-hours contracts, 5

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