Originally posted in LinkedIn: Part One | Part Two Systems diagnosis tools and techniques – Part One Systems diagnoses and solutions are both the answer to a lot of what is wrong with corporate performance – and a source of the problem at the same time. Most issues...
Editorials
Research and Insights from the Center for Effective Organizations
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The Science Behind Not Being Scrooge
Originally published on reworked. Whether you celebrate Christmas or not, the holiday tale "A Christmas Carol" offers a valuable lesson for us all. Ebenezer Scrooge, the protagonist of the story, undergoes a transformation from a miserly, unpleasant man to a generous,...
Is the sky about to fall on People Analytics?
Originally published on LinkedIn. In recent years, as the global economy expanded, interest rates were low, and companies had a relatively easy time making money, the size and breadth of People Analytics (PA) groups seemed to be ever-increasing. As a result, even with...
The Case for Not Paying Leaders of Employee Resource Groups
Originally published on TLNT.com Recent news outlets (Axios, Forbes, and more) have been reporting the latest decision by LinkedIn to pay their employee resource group (ERG) global co-chairs $10,000 per year. Most of the opinions published on this development are...
Repricing work and consumption in the wake of Covid-19
When Covid-19 gripped the global economy in the first half of 2020, there was an immediate shock to the economic system because the “price” of doing work in person was suddenly, and quite dramatically shifted. If the virus mitigation measures and vaccines rollouts over the past 19 months had put the world on a path to sustainable economic recovery heading into 2022, the negative economic impacts would be going away quickly right now.
A Long Time Still Until the New Normal
Even before the Delta variant of Covid-19 swept across the globe, there already were clear signs that the economic disruptions that set in a year and a half ago were still going strong. Adding in Delta further increases uncertainty, pushing back any new equilibrium well into 2022 at the earliest, and likely well beyond
Decentralizing Your Operating and Talent Models the Right Way
To operate their organizations effectively across the globe, leaders need to rethink how and where work gets done.
New Leadership Challenges for the Virtual World of Work
During the COVID-19 crisis, senior leaders must rethink key decision-making processes in order to enhance trust, transparency, and teamwork.
CEO Research Statement by Jennifer Deal
The Center for Effective Organizations is thrilled to welcome Jennifer Deal as a Senior Research Scientist. Her research statement follows: Overall Research Program My research is focused on addressing key issues leaders are facing by advancing theory and developing...
COVID’s Hidden Promise: Future Work Design Is Agile Innovation
As organizations plan for a future where COVID-19 is no longer a health threat, leaders are setting the stage for what is sometimes called “return to work.” Leaders are tempted to pronounce broad policies, that are often inconsistent from one organization to...
Putting Fluid Work on a Solid Platform
My previous blog described how COVID has accelerated the melting of traditional jobs into more fluid work elements (such as tasks) and melting traditional job holders into more fluid worker capabilities (such as skills). Fluid work can empower or exploit workers, and...
Jobs are Melting into Fluid Work
The COVID crisis has revealed how remarkably workers apply “hidden” capabilities their organizations never used before, shifting quickly to their most pivotal contributions.* What may be less obvious is how this has accelerated melting traditional jobs into fluid...