with Alec Levnson, Cole Napper, and Scott Hines on the Directionally Correct podcast
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.
In this study of what Dr. Welbourne calls the Business Drivers Research, she starts by exploring the way many studies are done in organizations today.
by Alec Levenson, Jennifer Mueller, and Sarah Harvey Harvard Business Review
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