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...
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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,...
December 13, 2022
with Alec Levenson
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...
October 28, 2022
with Alec Levenson and Dave Millner
October 19, 2022
with Theresa Welbourne
with Alec Levnson, Cole Napper, and Scott Hines on the Directionally Correct podcast
Work without Jobs: How to Reboot Your Organization’s Work Operating System (Management on the Cutting Edge)
Work is traditionally understood as a “job,” and workers as “jobholders.” Jobs are structured by titles, hierarchies, and qualifications. In Work without Jobs, the Wall Street Journal bestseller, Ravin Jesuthasan and John Boudreau propose a radically new way of looking at work. They describe a new “work operating system” that deconstructs jobs into their component parts and reconstructs these components into more optimal combinations that reflect the skills and abilities of individual workers. In a new normal of rapidly accelerating automation, demands for organizational agility, efforts to increase diversity, and the emergence of alternative work arrangements, the old system based on jobs and jobholders is cumbersome and ungainly. Jesuthasan and Boudreau’s new system lays out a roadmap for the future of work.
Over the years, data has supported the notion that culture eats strategy for breakfast. But then subsequent studies suggest that strategy is more important — it eats culture. This year is an interesting mix.
by Theresa M. Welbourne
What employee resource groups can teach leaders about innovation
By Theresa M. Welbourne
Jennifer Deal, senior research scientist of the USC Marshall Center for Effective Organizations, on the challenges of hybrid workplaces, in The Wall Street Journal.
Article co-authored by Theresa Welbourne, CEO senior affliliated researcher.