Research and Insights from the Center for Effective Organizations
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...
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...
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.
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
To operate their organizations effectively across the globe, leaders need to rethink how and where work gets done.
During the COVID-19 crisis, senior leaders must rethink key decision-making processes in order to enhance trust, transparency, and teamwork.
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...
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...
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...
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...
COVID and other current crises have revealed the value of work automation, with justifiable celebration.* Scientists at the University of Liverpool have a new lab assistant with a very strong work ethic: a robot chemist that conducts experiments by itself. The 1.75-metre-tall intelligent robot moves around the laboratory, avoiding human co-workers and obstacles while performing […]
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Navigating the Paradox with Four Questions The current paradox requires effectively managing the crisis, AND looking beyond today’s accomplishments to take actions now, that will sustain the vital lessons for the future. These four questions help guide the journey through the paradox, to create the most pivotal value for the future of work: What are […]
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