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30 Nov

What can we learn from corporate longevity?

By Jane Simms, Work.

‘Google is not a conventional company,’ pointed out Larry Page and Sergey Brin in the opening line of their 2004 IPO letter. The message was intended for potential shareholders, but maybe it should have been seen as a warning for the hordes of businesses that try to emulate it, forgetting one vital detail: Google is rich. In April 2017, its parent company Alphabet’s market cap surpassed the $600bn mark for the first time. Read More

14 Aug

Is it ‘engagement’ or simply good management practice?

By Claire Warren, Editor, Work.

Being all in it together is intrinsic to employee engagement. But in an age of individualism, should we measure workplace satisfaction differently? Read More

20 Jan

A model for work that works (Part 2)

By Paul Simpson, Work.

The traditional mode of work has had its day. Blame robots, short-term capitalism and the gig economy. Following on from “A model for work that works (Part 1)”, we continue to unpack the need to invent a new model that is good for society, business and us. Read More

11 Jan

A model for work that works (Part 1)

By Paul Simpson, Work.

“I work in a factory, eight hours a day, five days a week. I’m the exception to the rule that life can’t live in a vacuum. Work to me is a void, and I begrudge every minute of my time it takes. Writing about work, I become bitter, bloody-minded and self-pitying. I can’t tell you much about my job because it would be misleading to try to make something out of nothing.” Read More

04 Jan

Digital change will transform society

Q&A with Ryan Avent, Senior Editor, The Economist

The digital revolution, like the industrial revolution before it, will unleash massive social upheaval, warns Ryan Avent in his new book, The Wealth of Humans. In it, he describes how automation and globalisation have already produced a glut of labour. This has depressed wages, raised inequality and fuelled fear of immigration, says Avent, pointing out that worse is to come unless we find ways of redistributing the fruits of this revolution. Read More

08 Nov

Any time, any place, anywhere (Part 2)

By Robert Bain, Work.

Enabled by technology and spurred on by increasing globalisation, the ability to work anywhere, anytime has, for many workers, morphed into working everywhere, all of the time. How does this impact our long-term performance and growth, as well as general wellbeing? And if current trends are not sustainable, who bears responsibility for change? We explore these questions in this conclusion to “Any time, any place, anywhere (Part 1)“. Read More

04 Nov

Snapshots from the Big Tent

The Big Tent on October 12 saw some stirring challenges from both the stage and floor about what is needed to create a future of work that is truly human. The way we structure education and equip people for work, the need to connect with communities and meaningful diversity Read More

24 Oct

Any time, any place, anywhere (Part 1)

By Robert Bain, Work.

In the 36 years since Dolly Parton first sang the words “Workin’ 9 to 5, what a way to make a livin’,” office life has changed almost beyond recognition. In 1980, Parton’s morning routine was to “tumble out of bed, stumble to the kitchen and pour myself a cup of ambition”. Today, she might check her work emails on her smartphone, curse a colleague’s ineptitude and only then stumble into the kitchen. Read More

22 Sep

The clan is weakened, the predator attacks

Q&A with renowned thought leader and international best-selling author Dr John Kotter.

Before John Kotter’s seminal business book Leading Change in 1996, ‘change management’ could be described as a niche business term. In the years that followed, it became an entire industry and, in 2011, TIME magazine listed Leading Change as one of the ‘Top 25 Most Influential Business Management Books’ of all time. Read More

08 Aug

Your services are no longer required (Part 2)

By John Gapper, Work.

The real skills crisis we are facing is how we keep ours relevant as we live longer and robots get smarter. What adjustments do we need to make when our traditional educational paradigms and job designs no longer appear feasible? We examine some ideas in this conclusion to “Your services are no longer required (Part 1)“. Read More