Future Work (2nd Edition)

© Alison Maitland and Peter Thomson 2014Foreword © James S. Turley 2014

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ix

Contents

List of Illustrations, Figures, Tables and Case Studies xiiiForeword xvAuthors’ Preface and Acknowledgments to Second Edition xvii

1 Time for change 1 The new workforce 3 Motivation is more than money 5 Rewarding work, not time 7 Capturing hearts, minds and wallets 10 Leadership for the future 11 Under new management 14

2 How work has evolved 19 A historical shift 19 Henry Ford’s legacy 20 Technology is not a panacea 21 Changing expectations 24 The role of gender 26 Work and life across generations 30 Future work for all sectors 32 New types of work contract 36 In summary 39

3 Turning convention on its head 41 The scourge of the ‘long-hours culture’ 43 The trouble with fl exible work arrangements 44 Flexing time and place 46



x Contents

Future work 48 Getting results 49 It’s all about culture 52 Putting theory into practice 53 A matter of motivation 55 Autonomy at work 56 In summary 60

4 Why it makes business sense 62 Productivity gains 67 Cost savings 71 Improved customer response 72 Business continuity 73 Healthy, motivated people 73 Creativity and innovation 75 Saving the planet 76 In summary 79

5 Leaders for the new world of work 80 Can there be life at the top? 81 Gender and generational shift s 83 Finding the right ‘fi t’: Slade Fester 86 Change in an infl exible profession: Monica Burch 87 Shared leadership: Carolyn Davidson and Tom Carter 90 Leading dispersed teams: Christel Verschaeren 92 Finding balance as a high achiever: Mike Dean 94 A wider pool of leaders: Isla Ramos Chaves 96 In summary 98

6 Changing workplaces 99 Does the offi ce have a future? 99 From workplace to meeting place 102 Human and carbon footprints 106 ‘In between’ workspaces 109 The nature of creativity 111 Breaking down resistance 113 Adapting as a leader 115 In summary 117



xiContents

7 Culture is critical 118 Part one: organizational cultures 119 What managers say 119 Key survey fi ndings 119 Actual versus ideal cultures 120 Tackling inertia 123 Linking culture to future work 124 Gender and leadership styles 125 Part two: national cultures 127 Future work around the world 127 Rise of the Dutch ‘daddy day’ 130 Common ground 132 Talent in the global economy: India 133 In summary 135

8 Strategies for change 136 Barriers to change 138 Five TRUST principles for progress 140 What skills do managers need? 150 In summary 156

9 Making it happen as an organization 157 1. Trusting your people in practice 159 Social media: enemy or friend of the corporation? 160 2. Rewarding results in practice 162 3. Understanding the business case in practice 163 4. Starting at the top in practice 164 5. Treating people as individuals in practice 166 Addressing managers’ concerns 167 In summary: principles, skills and practices 176

10 Making it happen yourself 179 Trust your people 180 Reward results 182 Understand the business case 185 Start at the top 187 Treat people as individuals 188 New rules for the new world of work 189 Dealing with technology overload 191



xii Contents

Have we gone too far, or not far enough? 192 In summary 194 11 Looking over the horizon 195 Cloud cover 196 Growth of the ‘contingent’ workforce 198 Careers change shape 201 Status and hierarchy 203 Sustainable developments 204 Conclusion 205

Notes 207Further Reading 217Index 218



1

CHAPTER 1Time for change

Bram Meulenbeld and Martijn van der Linden, two Dutch men in their 30s, started out in traditional high-fl ying 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 offi ce all my life,’ says Martijn.

The two friends heard about a young fi rm called Amplify Trading, in London’s Canary Wharf, recruiting people to trade fi nancial 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 aft ernoons 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 benefi t from two valuable things in life: a very interesting and challenging job and at the same time being able to fully benefi t from all the things I value in life.



Future Work2

‘Now, as I’m working from home, I can off er lower hourly tariff s because I don’t have an expensive offi ce. 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 fi nancial 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 aft er illness wiped out his memory,2 the Web and its applications have rapidly and fundamentally altered our lives. They are having a profound eff ect 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 twenty-fi rst. People are still expected to be present at their workplace for fi xed periods of time and are paid by the hour, day, week or month for turning up. Long hours are oft en 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 fi nd that people feel motivated to produce



Time for change 3

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 effi cient business, better working lives and a healthier planet.

Fift y years ago, Douglas McGregor, the MIT management professor, wrote in The Human Side of Enterprise: ‘Many managers would agree that the eff ectiveness 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 oft en pay lip service to his proposition that people tend to be self-motivated and that management by empowerment is more eff ective 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 eff ective ways of managing people and to organizing work for the overall benefi t 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



Future Work4

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 confl ict 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 fl exible job opportunities in all types of jobs’ – a fi nding 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 fi t 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 fi nancial reasons or to stay active and fulfi lled. Many of them do not want to work in the old way, however, with fi xed, 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 fl exibility aff orded 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.



5Time for change

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 offi ce.

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 fi rm 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 off ering competitive rates based on their relatively low overheads and lack of hierarchy. These fi rms oft en assemble individuals or teams to work on specifi c 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 diff erent



Future Work6

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 fi nancial 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 defi cits.

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 fi ve years, sky-high salaries have rated pretty low on our list of reasons for feeling fulfi lled and satisfi ed 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 fi rm 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.



Time for change 7

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 fl exible work, high-quality colleagues, recognition and access to new challenges as they do on fi nancial 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 ‘fl exible working’. Since the turn of the twenty-fi rst 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 fl exible working have simply been graft ed 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 fl exibility, 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 benefi t 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-fi rst century, we still live in a world where the predominant form of employment is ‘fi xed 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.



Future Work8

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 off er varieties of ‘fl exi-time’, allowing employees to vary their starting and fi nishing 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 traffi c 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 fi xes it in an hour. If the plumber takes three hours to mend a leak, he gets paid more than the effi cient 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



Time for change 9

more, when people are paid for a fi xed number of hours per week, as happens in the vast majority of organizations, working effi ciently and completing tasks quickly results in being given more work to fi ll up the hours.

So, while ‘fl exible 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 infl uential 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 oft en 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.



Future Work10

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 benefi t, 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 benefi ts 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 benefi ts do not have to be confi ned 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 fi xed location, while others, in manufacturing for example, require people to be available at fi xed times of the day or night. But even these jobs contain tasks, such as form fi lling and record keeping, that are susceptible to far greater autonomy than is currently exercised.

In addition to productivity, the business benefi ts 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 benefi ts 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



Time for change 11

eff ect 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 fl exibility could work an additional 19 hours per week before experiencing the same level of confl ict between their work and personal lives as their offi ce-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 off er 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 eff ectively.

The global crisis triggered fevered debate about the leadership of our largest institutions, particularly in the fi nancial sector. The economic



Future Work12

repercussions of the fi nancial 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 fi rm, points to a democratizing trend, with people trusting their peers or experts nearly twice as much as government offi cials 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 ‘sacrifi ces’. 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 ever-shrinking 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



Time for change 13

executive search fi rm. ‘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 fi nance minister, is a strong advocate of more power for women, and she also argues for a more responsible, equitable approach to global fi nance. ‘We need a fi nancial 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.



Future Work14

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 diff erent backgrounds and with diff erent perspectives and talents, to fl ourish 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 eff ectively. 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



Time for change 15

sporting activities, higher productivity, less burnout and greater levels of psychological wellbeing. Those eff ects 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 fi ndings 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 self-motivated

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 diff ering approaches to work among developed nations. According to OECD fi gures, 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 diff erence in approach



Future Work16

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 fi rms, online businesses and public sector organizations around the world. There have been notable developments since our book was fi rst 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-fi rst 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 offi ce between fi xed daytime hours, then you still have something close to a traditional work arrangement. If you believe that work – or at least parts



Time for change 17

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 fi rst, 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



Future Work18

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, oft en 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 fi nal 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.



218

Index

3G, 224G, 22, 1977causes, 198

absenteeism, 10, 31, 64–5, 68, 71, 111ACCA, 25Accenture, 94, 95, 173accountability, 107, 117, 165, 189activity-based working, 115Addleshaw Goddard, 88administrative staff , 78adults

treating people as, 15, 18, 55–6, 64, 141, 161, 175

ageing, 31see also demographic trends

Agency Workers Directive, 200Agile Future Forum, 62, 186agile working, 9, 33, 35–6, 41, 114,

128, 147–9, 173, 180–1, 187Airbnb, 136Allenberg, Howard, 78Alliance for Bangladesh Worker

Safety, 42Amazon, 199Amplify Trading, 1Andersen, Birgit Gylling, 35anytime anywhere, 4, 100, 141, 149,

180, 190Apple, 43, 148, 197

appraisal, 49, 126see also performance

Aron, Dave, 203Asia, 29, 32, 127, 128–9, 132, 154–5Australia, 4, 6, 8, 32, 100, 106–7, 115,

132–3, 146Austria, 1availability, 79, 128, 149, 173

B&Q, 31baby boomers, 4, 5, 7, 30, 31balance

gender, 84: see also genderjob and family, 29, 66life and work, 4, 12, 24, 28, 30, 33,

53, 78, 91–2, 94, 102–3, 117, 126, 133, 154, 187

Bangladesh, 42Bank of England, 83banks, 33, 180Barclays Bank, 26barriers, 55, 99, 128, 166, 174, 204,

206BDO, 51, 62–3, 72, 77–9, 80, 86–7,

124, 165Been, Gonnie, 104Belgium, 92, 100, 131, 188benefi ts, 38, 76

agile working, 62autonomy, 162



219Index

bottom line, 124, 206business, 10, 51, 67, 77, 148, 163change, 175cultural, 173economic, 186environmental, 76, 106fl exibility, 191future work, 65, 157–8, 171, 174intangible, 78organizational, 91productivity, 163, 169reduced travel, 171social, 66social media, 161tangible, 77technology, 166see also business case

Bennis, Warren, 54Best Buy, 50–1birth rate, 129BlackBerry, 191BlessingWhite, 6, 12, 132Boggis-Rolfe, Richard, 5bonus schemes, 49boundaries, 23, 45, 85, 103, 149, 191,

196, 201Branson, Richard, 142, 157, 188Brazil, 7, 58, 101, 124 Bring Your Own Device, 23British Civil Service, 26British Foreign Offi ce, 90British Library, 109Brittin, Matt, 75, 112broadband, 22, 70, 129, 198Brouwer, Harry 113–15BT, 69, 72, 76, 81, 129–30, 139, 150,

161, 163, 200building utilization, 108Burch, Monica, 87burnout, 15, 43–4, 66, 74, 166, 172business case, 17, 78, 140, 143–5, 150,

152–3, 157, 163, 165, 177, 180, 182, 185, 186

business continuity, 73, 148BYOD, see Bring Your Own Device

Caldwell, Rhona, 160, 167California, 37, 80, 154Cameron, Charlotte, 39carbon

emissions, 76, 129footprint, 76, 100, 106, 147see also CO2

career, 12–13, 19, 25, 29, 60, 85–6, 90, 92, 127–9, 133–6, 166, 189, 201–3

development, 132male model, 4

career-life fi t, 135caregivers, 28, 139Carter, Tom, 90Cass Business School, 13, 15, 33cell phones, 22, 31champion, 124, 145, 164–5, 174change

barriers to, 138behavior, 172business world, 96catalysts, 128, 206champion of, 145constant, 104habits, 105in law fi rm, 87major, 145, 164 management, 93, 187momentum for, 179open to, 152, 177organizational, 87, 135physical environment, 117radical, 138, 142resistance to, 179speed of, 135strategies for, 136technological, 2time for, 1willingness to, 129, 177



220 Index

change – continuedwork style, 186working practices, 179

Chapman, Bob, 134China, 6, 32, 42–3, 70, 80, 91, 97, 101,

127, 132–3, 184, 195, 197China Labor Watch, 43Chinchilla, Nuria, 128Chubb, 10, 63–4, 72Cisco, 67, 76, 100–1City & Guilds, 6City of London, 33, 87Civil Rights Act, 26Cleverly, Richard, 128cloud, 11, 23, 73, 196–7CO2

emissions, 65, 66, 77, 102 reduction, 68see also carbon

Cole, David, 142, 181collaboration, 16, 82, 84, 101, 105–6,

112, 115, 117, 170, 172, 176, 186, 189, 202

virtual, 175command and control, 3, 6, 9, 20, 116,

120–1, 125, 142, 189commitment, 12–13, 33, 54, 81–2, 85,

138, 146, 165, 183lifetime, 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, 183compressed

hours, 45, 60, 124weeks, 7, 41

conditions of employment, 24conference calls, 176, 196congestion, 8, 35, 110, 129, 131

connectedness, 100contact centers, 69contingency planning, 73contingent workforce, 36, 199, 200,

203contractors, 102, 198, 200contractual models, 5control, 56, 140, 152, 160, 177

fear of losing, 114letting go of, 145loss of, 168, 174over work, 13, 18, 31, 38, 47, 55, 71,

74–5, 85, 127, 133, 138, 160Cordless Group, 110core hours, 8, 45Corporate Voices for Working Families,

24cost savings, 10, 62, 64, 77, 79, 100,

106, 114, 148, 163–4, 171, 186, 205

Crackberry, 23Cranfi eld School of Management, 71creative economy, 9, 21creative hub, 111creativity, 13, 14, 15, 66, 111–13, 119,

122, 125, 132, 137, 158, 206Credit Suisse, 35, 85crisis management, 84crowdsourcing, 198culture, 52, 113

actual versus ideal, 120, 122agile working, 150change, 5, 11, 33, 52, 89, 107, 115,

118, 150, 153, 158, 164, 177collaborative, 116company, 83, 89, 115, 138, 148, 188controlling, 180extreme hours, 33fl exible, 87fl exible work, 161, 168future work, 124, 125ideal, 118, 120long hours, 8, 43–4, 142



221Index

management, 52, 60, 103, 110, 126

national, 100, 118, 127–8, 176organizational, 12, 15, 18, 115,

117–21, 124, 135, 141, 163, 204trusting, 15, 125, 137, 144, 180Type A, 120–2, 124Type B, 120–2, 124–6, 132, 204working all hours, 34

customer demand, 62, 64–5, 144–5customer service, 10, 57, 63–5, 72, 74,

79, 143–4, 164, 169, 173cyberloafi ng, 44Czech Republic, 130

dabble time, 55daddy day, 130–1Davidson, Carolyn, 90deadlines, 147, 162Dean, Mike, 94decision-making, 121Decorte, Marc, 188delegation, 152, 177Deloitte, 134democracy, 58demographic trends, 5, 39, 88, 177Denmark, 35deployment, 200Diageo, 83digital natives, 4, 94disability, 200disengagement, 141diversity, 13, 14, 33–5, 66, 81, 88, 127,

157, 191Dixon, Mark, 110downturn, 5, 25, 200

see also economyDropbox, 2Drucker, Peter, 14, 19, 20, 54–5dual-income families, 4, 90Dunbar, Dave, 69, 72, 76, 129, 161Dutch, 1, 15, 57, 101–2, 130, 131–2,

198

eBay, 30, 99economic crisis, 1, 11, 71, 84, 126economy

creative, 9, 21global, 133individual, 37knowledge, 112, 118low-carbon, 106–7, 205sharing, 136state of the, 26see also downturn

Edelman, 12Edelman, Richard, 12Eden McCallum, 38, 39Eden, Liann, 38e-enterprise, 36Egon Zehnder, 12, 202e-lance, 38Elance, 39, 198email, 23, 94, 97, 111, 137, 141, 170,

176, 184, 189, 191, 192Emerson, Delta, 53emotional intelligence, 84employee

attrition, 70, 102, 154autonomy, 2, 5, 7, 29, 48, 56, 58–9,

67–8, 72, 75, 97, 114, 119, 162, 168, 175, 188, 193

benefi ts, 200, 203empowerment, 3, 16, 56–7, 64, 103,

107, 115–16, 125, 160, 184–5engagement, 6, 18, 35, 49, 74–5,

115, 132, 142, 155, 164turnover, 10, 27, 31, 53, 65, 71,

154–5, 164employment

contracts, 5, 36, 48, 57, 173, 183, 201

legislation, 28, 199: see also legislation

rights, 27, 38, 199security, 199self-, 3, 16, 56, 201



222 Index

empowerment, see employeeengagement, see employeeentrepreneurship, 199environment, 10, 66, 76, 106, 137, 148,

205–6Equal Opportunities Commission,

46Equal Pay Act, 26equal rights legislation, 26

see also legislationEquality and Human Rights

Commission, 29, 46Erasmus University, 102Europe, 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, 200Eversheds, 34, 186Exelon, 81extreme jobs, 74, 81

Facebook, 2, 23, 148, 191, 206face-time, 6, 33, 129, 138, 146, 181–2,

202face-to-face, 22, 81, 101, 109, 113, 147,

159, 167, 170–2, 175, 178, 190, 193, 195

fairness, 140, 166–7Families and Work Institute, 29, 219family, 4, 27, 28–30, 44, 63, 66, 80,

86–8, 94, 111, 128–9, 130, 146, 165, 167, 186, 196

family friendly, 27Fell, Stuart, 144female management, see management;

see also womenFester, Slade, 80fi nancial crisis, 5, 6, 25, 33, 180

see also economyfi nancial sector, 11, 13, 33, 106,-7Finnegan, John D., 10FitzGerald, Emma, 179, 184

fl exibility, 24–6, 28, 36, 42, 46–7, 58, 70, 78, 81, 87, 126–7, 130, 139, 144, 168, 182, 200, 202

fl exible hours, 45–6, 128see also fl exi-time

fl exible work arrangements, 41, 44, 60, 64, 79, 154

fl exible 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

fl exicurity, 200fl exi-time, 8, 36, 44–5, 183

see also fl exible hoursfocus rooms, 108Ford, Henry, 20Fordism, 21Foxconn, 43fractional work, 40France, 100, 130–1, 192free agents, 36freedom, 15, 16, 52, 58, 60, 85, 119,

122, 125–6, 156–7, 172, 180freelance, 38, 198future 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, 192Gartner, 161, 203Gatrell, Dr Caroline, 30gender, 26, 27, 34, 83–4, 125–7, 219

see also men; womenGeneral Services Administration, 68,

107Generation X, 31, 203Generation Y, 4, 7, 25, 30, 76, 133, 136,

147, 166, 201, 203



223Index

generations, 13, 19, 25, 30, 36, 83, 133, 204

bookend, 31Gensler, 108Germany, 4, 5, 32, 101, 113, 130–1,

191globalization, 5, 30, 140, 198goals, 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, 197Gore, Bill, 54, 55Gore, W. L., 54–5, 60, 124graduates, 4, 59, 88, 90, 176green, 7, 10, 106, 109, 149, 205Group M, 128groupthink, 13

Hamburg, 33, 113–14Hamel, Gary, 9, 21, 55Handy, Charles, 14, 55Happiness Index, 6Happy Computers, 7, 60Harnish, Tom, 49Harper, Simon, 37Harris Schwartz, Marcee, 63, 78–9, 165HCL Technologies, 17, 118, 144health, 10, 11, 27, 51, 64, 69, 73, 164,

206Henley Business School, 15, 151Hertfordshire County Council, 158Herzberg, Frederick, 14Hewlett, Sylvia Ann, 31, 74hierarchy, 37, 54–5, 93, 103–4, 117,

138, 203Hinckley, 111Hobbs, Chris, 33Hoekman-van Hassel, Ineke, 102Holm, Andrew, 58home working, 22, 50, 69, 70, 75, 129,

193home-based working, 36, 139

homeshoring, 69, 199hot-desking, 95, 124, 165HR, 28, 41, 51, 53, 128, 145, 147, 148,

151, 154, 155, 157, 163–5, 171, 187, 204

see also human resourcesHSBC, 133–4hubs, 96, 109, 110huddle rooms, 108human resources, 19, 20, 63–4, 75, 102,

128, 133, 150, 160, 175, 204see also HR

Human Rights Watch, 27Hurricane Sandy, 11, 73, 148, 181hybrid

arrangements, 159models, 201

IBM, 11, 65, 71, 75, 92–3, 110, 172, 175, 191, 195

IDC, 196ideal organization, see organizationIESE Business School, 128IMF, 13India, 6, 17, 30, 100–1, 127, 132–4,

195, 197, 205individual contributors, 36individuals, 140

self-employed, see self-employmenttreating people as, 140, 146, 152–3,

166, 178, 188Industrial Age, 9, 20, 21, 31, 36, 58,

143, 203, 205Industrial Revolution, 5, 7inertia, 123, 135, 138, 153infl uenza pandemics, 73information age, 19Information Revolution, 7initiative, 7, 57, 68, 86, 114, 117, 122,

125, 129, 137, 153, 158, 164, 179, 181–3, 185–6

Innocentive, 199



224 Index

innovation, 14, 57, 65–6, 75, 87, 104, 110, 161, 190, 197

workplace, 23INSEAD, 83instant messaging, 73, 170, 176,

192Institute of Leadership & Management,

84international assignments, 90, 96International Center for Work and

Family, 128International 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 organizationinvestment banks, 6involvement, 84, 176iPad, 2, 197Italy, 4, 32, 130

Jackson, Mike, 128Jackson, Sarah, 25, 202Jagger, Denise, 34Japan, 4, 11, 32, 74, 100, 181job

redesign, 74satisfaction, 132security, 5, 25, 38, 200sharing, 7, 45, 128

Johnson, Martha, 68Joynson-Romanzina, Nia, 182junior management, 29

Kansas State University, 44Kaplan, Fabricio, 150Kenya, 128Kildare, Gary, 75, 175–6Kindle, 2knowledge work, 5, 10, 21, 22, 46, 48

labor laws, 174market, 128, 174, 200shortages, 132

Lagarde, Christine, 13Laird, Fiona, 41, 148, 149, 171Lancaster University Management

School, 30Latin America, 29, 128, 150lattice organization,

see organizationLaurence, Guy, 72, 138–9, 143, 190,

192, 197, 206law fi rms, 34–5, 88–9, 90LawEvo, 37lawyers, 26, 34–5, 37, 88–90Lawyers on Demand, 37Layard, Richard, 6leadership, 13, 81

and gender, 125attributes, 84, 126development, 145, 146, 171female, 84, 125for the future, 11from the top, 17, 145hands off , 59quality of, 25roles, 60shared, 90skills, 82, 104, 151style, 13, 50, 103, 117, 125, 145support, 165

legislation, 27, 28, 107, 127, 130, 139, 157, 174, 186

family friendly, 28fl exible working, 28

Lenovo, 96, 204life expectancy, 32LinkedIn, 148Lister, Kate, 49, 76Live Meeting, 104LiveOps, 37–8, 199



225Index

location fl exibility, 47role of, 14, 98, 101

London Olympics, 35long hours, 6, 12, 18, 33–5, 42–4, 49,

52, 73, 88, 131, 138, 162, 164, 202low carbon economy, see economyloyalty, 49, 64–6, 68, 158, 201, 204

macho management, 55Macquarie, 101, 106, 111, 116Magnus, George, 32management, 9, 21, 101, 152

control, 24, 54, 56, 103, 114, 117, 119, 139, 175

habits, 124attitudes, 7, 101behavior, 101, 120by objectives, 49by results, 17, 184concerns, 167consulting, 38development, 164female, 13, 84, 125gurus, 54implications, 108methods, 21overhead, 59, 66practices, 7, 56, 119–20, 177processes, 121resistance, 107role, 53, 204rules, 189self-, 20, 66senior, 17, 28, 66, 148skills, 66, 83, 140, 151, 176style, 6, 14, 119, 120–1, 126, 151,

204–5thinkers, 3 training, 96, 167, 174 writers, 14

Management Today, 84

manufacturing, 7, 10, 59, 144Marmot, Alexi, 101, 106, 112, 113Maslow, Abraham, 6, 14, 55Mass Career Customization, 134maternity

benefi ts, 27discrimination, 26leave, 27, 28

Mathur, Deveshwar, 134Matt Black Systems, 58Mattison, Karen, 83Mayer, Marissa, 50McGregor, Douglas, 3, 14, 54–5, 120, 219McKesson, 136McKinsey, 38MEC Access, 128Mechanical Turk, 199meeting place, 100, 102meetings, 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 genderMendelsson, Michelle, 35Mercer, 25Metal Assemblies, 144Meulenbeld, Bram, 1micro-management, 151, 152Microsoft , 68, 99, 100–2, 104, 105,

110–11, 114, 116, 124, 143, 148, 190

middle managers, 108–9, 165, 175, 183, 206

Millennials, 4Milne, Stuart P, 134mini-jobs, 5mobile workers, 109, 124morale, 53, 65, 77, 134, 137, 166motivation, 5, 6, 14, 42, 53, 55–6, 64,

74, 140, 147, 192self-, 3, 15, 54, 55, 119, 121, 125, 196



226 Index

multitasking, 192Mumbai, 134myths, 82, 139, 187

National Grid, 179National Health Service, 57natural disasters, 73, 181Nayar, Vineet, 118, 144Neardesk, 109Netfl ix, 185Netherlands, 1, 2, 15, 99, 100, 102,

104, 124, 130, 143, 190, 205network business, 36new markets, 10, 65, 78, 164New York, 1, 62, 74New Zealand, 6, 132Newton, Karen, 85NHS Direct, 57Nigeria, 128nine day fortnight, 45No Travel Week, 76Norris, Mark, 115North America, 6, 11, 12, 29, 32, 52,

132–3, 154, 155Norton Rose, 33, 83Norway, 28, 95, 100

O’Brien, Damien, 12, 202O2, 77Obama, Barack, 107occupancy costs, 78, 106, 158occupations, 47oDesk, 198Odgers Berndtson, 5OECD, 15, 129, 219offi ce, 139, 187, 189

cost savings, 71, 78costs, 106, 128creative, 112, 113design, 100, 104, 205future of, 99green, 109

mobile, 198open-plan, 158productivity, 44rationalization, 158redesign, 115reduced cost, 78rent, 62role, 204serviced, 109, 110, 205space, 71space reduction, 63, 72, 107, 131space saving, 116virtual, 67, 76, 175

Offi ce for National Statistics, 22online learning, 201organization

change see changeculture see cultureideal, 126, 132lattice, 54, 134intrapreneurial, 18progressive, 74values, 121: see also values

Oswick, Cliff , 13outcomes, 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, 84parental leave, 27–8parents, 28, 29, 55, 128–9, 131, 139Parker Follett, Mary, 84part-time working, 5, 7, 8, 22, 34, 36,

45, 60, 81–2, 102, 124, 130–2paternity leave, 27pay, 8, 26, 52, 59, 70, 147, 183, 199, 203

high, 6legislation, 27



227Index

paying for results, 182Peach, Sevil, 100Pegatron, 43Pennel, Denis, 5, 200pensions, 4, 25, 31People Force, 86people management, 146performance, 12, 49, 61–5, 70, 74,

81–3, 89, 93, 114, 134, 149, 153, 163, 169, 177, 183, 185, 191

pay for, 38, 70management, 149

Persistent, 195Peters, Tom, 14Petersen, Graeme, 115Philippines, 30Pillai Anand, 17pilot, 68, 107, 134, 155–6, 169Pink, Daniel, 14, 56pioneers, 33, 98

teleworking, 22place

disconnecting work and, 24fl exibility, 47see also location

Pogue, Janet, 108Polman, Paul, 33population

aging, 31–2, 130female, 102working age, 4world, 32

practical steps, 157practices, 176presence, 82, 85, 97, 101, 103, 137–8,

141, 145, 149, 181, 195presenteeism, 18, 36, 44Prezi, 2PricewaterhouseCoopers, 24, 25principles, 176

for progress, 140production line, 20, 21, 48, 139

productivity, 8, 10, 27, 33, 48–9, 64, 66–9, 79, 102, 121, 133–4, 148, 155, 162–4, 172, 186

progressive, see organizationpromotion, 44, 90purpose, 100, 143, 170, 189, 192

see also goals

quality of life, 196

Ramos Chaves, Isla, 204RBS Choice, 181, 187real estate, 10, 65–6, 68, 78, 104, 107,

110, 114, 154, 163–4, 169, 186recession, 11, 36, 111, 131reciprocal mentoring, 166Redmond, 104reduced hours, 41, 130–1

see also part timeRegus, 110, 205relationships, 30, 36, 79, 80, 101, 128,

152, 169, 175, 180relocation, 90, 158remote working, 36, 41, 67, 75, 77, 81,

85, 98, 106, 119, 172, 193, 205Remote-controllers, 47responsiveness, 152, 155, 178Ressler, Cali, 154results, see managementResults Based Management, 49results-based working, 49, 52results-only work, 51, 154Results-Only Work Environment, 49

see also ROWEretention, 64, 68, 155, 164retirement, 4, 31–2, 74, 79revolution

in working practices, 15, 119, 124, 135, 196, 204

rewarding results, 140, 142, 152–3, 162, 177, 182, 185

see also output



228 Index

rewarding work, 7Rinsema, Theo, 100, 103–4, 114Robinson, David, 158role of location, see locationRosati, Fabio, 39Ross, Philip, 110Rotterdam, 102ROWE, 50–1, 154–6Rowe, John, 81Royal Bank of Scotland, 180rules, 13, 156, 167, 180, 190

for the new world of work, 189Ryan, 52–3, 60Ryan, Susan, 32

sabbaticals, 200Sainsbury’s, 62–3, 160, 167sales

increase in, 62, 64, 134, 150satisfaction, 6, 48, 53, 56, 64, 70, 111,

115, 144, 164, 186Schnabel, Paul, 130self-direction, 56self-employment, see employmentself-management, see managementself-motivation, see motivation self-rostered, 46Semco, 7, 58, 60, 124Semler, Ricardo, 58senior jobs

commitment to, 12fl exibility in, 81

senior management, see managementSeverson, Eric, 51, 154– 5, 192sex discrimination, 27shared objectives, 142Shell International, 184, 188shift s, 63, 69, 70, 78, 144, 159, 191

self rostered, 46split, 69

Shift -shapers, 46Shriver Report, 4sick leave, 68

Silicon Roundabout, 110Singapore, 110, 128Singh, Ziggie, 63Sirius, 35skills, 66, 151, 152, 176

communication, 98, 135, 140, 151, 156

interpersonal, 38leadership, 82, 96, 104, 151, 202management, 13, 150, 152, 177people, 83, 151, 175retaining, 6, 66, 200updating, 201

Skype, 2, 23smart, 76, 89, 129, 205

work, 9, 76work center, 129

smartphone, 21, 141, 175, 191Smith, Larry, 195social

attitudes, 19, 127challenges, 76cohesion, 100 enterprise’, 59groups, 101media, 22–3, 93–4, 105, 160–1, 166,

177, 192, 198, 206relationships, 36shift s, 204trends, 39

social media, see social socio-economic

benefi t, 200case, 140

South Korea, 15, 129Spicer, Andre, 33staggered hours, 36stakeholders, 153start at the top, 140, 145, 152–3, 177,

182, 187status, 26, 55, 98, 103,-4, 117, 128,

138, 152, 182, 200, 203Stewart, Henry, 60



229Index

Strahorn, Kate, 107strategy, 23, 33, 49, 51, 63, 69, 74,

78–9, 92, 98, 114, 129, 139, 145, 147–8, 157, 164–5, 168

agile working, 33stress, 8, 12, 41, 49, 74, 101, 103, 191Sulkes, Gail, 202sustainability, 2, 28, 66, 106, 205Sweden, 28, 74, 91Swiss Re, 73, 142, 181, 182, 183Switzerland, 100, 113, 147

talentattracting, 34, 53, 79, 134, 181, 201female, 29, 147mature, 31management, 127pool of, 32, 66retaining, 6, 31, 36, 79, 88, 91, 201securing, 3war for, 113, 133

Tandon, Vikram, 133Tangherlini, Daniel M, 108targets, 49, 63, 125, 134, 143, 149, 162

see also goalsTaylor, Frederick, 21team spirit, 169, 181team-based objectives, 143teambuilding, 84, 169, 170teams, 63, 72, 193

agile, 150autonomous, 59balanced, 176cross cultural, 154 cross-functional, 148dispersed, 14, 16, 82, 85, 92, 172,

175, 189distributed, 188diverse, 34fl exible, 151 leadership, 96, 103, 145, 156, 16–5mobile, 46project-based, 93, 164

remote, 151, 170self-scheduling, 160top, 84, 134virtual, 93, 96–7, 103, 148, 156, 162,

170, 172, 174, 193teamwork, 121, 126, 194

technology, 3, 21–4, 57–8, 93, 110, 141, 149, 161, 191–2, 196–7

collaborative, 11, 101conferencing, 76meetings, 104overload, 191smart, 9

telecommuting, 22, 57, 63, 77–8, 128, 134

telemedicine, 57Telepresence, 171telework, 22, 62, 68, 76, 107, 112, 134Telework Research Network, 76temporary agency work, 5Terheyden, Laura, 136term time working, 7, 45, 124Thailand, 110, 127The Conference Board, 84Theory X, 3, 54, 120Theory Y, 3, 54, 55, 61, 120third spaces, 109, 117Thomas, Mark, 111Thompson, Jody, 154Thomson Reuters, 127, 202–3time

at work, 30control of, 56, 57disconnecting work and, 24fl exibility, 47management, 45, 95, 101off , 41, 53, 201outside work, 30personal, 46with children, 29

time management, see timeTimelords, 47Time-stretchers, 47



230 Index

Timewise, 83Tohoku, 181top management, 164, 203transformation of work, 205, 206travel, 110

reduction, 33, 65–6, 73–4, 76–7, 101–2, 148, 171

see also commutingtrends, see demographic trendstrust, 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, 64TRUST principles, 16, 140, 152, 156Turkey, 130Twitter, 2, 23, 191, 206Type A, see cultureType B, see culture

UK, 24, 29, 44, 127, 130, 132, 139, 186UK Telework Association, 67UNESCO, 29Unilever, 33, 41, 101, 113–15, 147–50,

156, 171unions, 21, 130University College London, 101, 112US federal government, 68, 101, 107US Telework Exchange, 68USA, 16, 24, 44, 127

values, 12, 25, 60, 120–1, 125, 157, 166van de Krol, Ronald, 131van der Linden, Martijn, 1, 205Verschaeren, Christel, 92–4, 172Veulliet, Yves, 191videoconferencing, 97, 101, 110, 129,

171virtual

business, 111call centre, 199communication, 149 collaboration

corporation, 36environment, 196meetings, 148, 149 presence, 149, 170teams, 16work, 166working, 202

Vodafone, 46, 72, 101, 138, 143, 189, 192, 197, 206

voicemail, 105, 170

W. L. Gore & Associates, see GoreWarwick University, 31Waters, Caroline, 81, 130, 139, 144,

150, 163, 200Webb, Maynard, 50, 99, 199, 201Weisbaum, Jack, 79, 165Welch, Jack, 21Wikipedia, 57, 198Wilson, Julian, 58Windows, 197women, 3, 4, 8, 13, 16, 19, 26–9, 30,

32, 84, 88–90, 93, 126–7, 148, 182, 202

see also genderWord Association, 111work

organization of, 9contract, 36hubs, 109, 204, 205: see also hubspatterns, 3, 13, 15, 18, 28, 45, 83,

144, 157, 166, 169, 174, 192, 193: see also working patterns

worker control, 10worker protection, 200workforce

new, 3Working Families, 25, 202working hours, 23, 32, 56, 58, 63, 129,

130, 141, 159, 191working life

extension of, 4fl exibility of, 146



231Index

working patterns, 24, 28, 46, 63, 68, 87, 119, 159, 179, 181, 194

see also workWorking Time Directive, 16work-life balance, see balancework-life confl ict, 29workplace

fl exibility, 11, 51works councils, 130

World Wide Web, 21Wright, Mina, 108

Yahoo, 16, 50, 51, 172, 192, 199Yammer, 23, 105Yendell, Tim, 181, 187YouTube, 23

Zambia, 91zero-hours contracts, 5



Future Work (2nd Edition)

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