The point of this short article is to show data over past years that provide a context for understanding the emergence of the gig mindset: High people capabilities (top left chart) in stifling work cultures (bottom right) with rigid management practices (top right) have led to new behaviors for people who are self-motivated to make a difference in their organization.
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My research has identified 8 behaviors that characterize traditional and gig mindsets. If you scan the list of traditional behaviors, the left column on the chart, you’ll see that most organizations strongly enforce this way of doing things. Processes, roles and management practices are aligned to the traditional way of working. Gig mindset behaviors, the right column, are rarely encouraged, and sometimes even sanctioned. The paradox we are facing is that organizations need both mindsets.
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Figure 4 for “How a Gig Mindset Inside Organizations Will Shape Our Future”, published on LinkedIn and as part of a series of posts for the 10th Global Peter Drucker Forum blog. The survey data show that older workers are more likely to have a gig mindset approach to work whereas the younger age groups self-assessed at the lowest level in the survey population. Unsurprisingly, the younger workers rate themselves significantly lower on behavior 4: assuming responsibility outside of hierarchical systems.
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Figure 3 for “How a Gig Mindset Inside Organizations Will Shape Our Future”, published on LinkedIn and as part of a series of posts for the 10th Global Peter Drucker Forum blog. The first phase of the research was a short online survey involving 297 people around the world who feel an affinity to the gig mindset as we defined it.
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The Advisory Board brought extensive experience from different industries and countries on the gig mindset inside organizations. Here’s a link to the pdf file where you can see the members LinkedIn profiles.
Read MoreThese are the slides I used for my keynote at the Enterprise Digital Summit in London in June of this year. I have updated the behaviors table to correspond with the final version developed with the help of my Gig Mindset Advisory Board just before we launched the survey.
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Preliminary observations that will be developed in more detail in the final consolidated data report from the on-going Gig Mindset survey:
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What is the goal of the gig mindset research? For the last few years I have seen many people, salaried, INSIDE organizations, showing signs of attitudes and behavior similar to external freelancers. I use the term “gig mindset” to describe this phenomenon and decided to explore it further.
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My webinar “Don’t Let politics Block Your Digital Initiatives” triggered high interest and lots of questions. I’m writing a series of posts in response to the questions I did not have the time to answer during the event: “So many questions, so little time!”
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Q: How would you know that politics are being managed well enough not to impact the success of the program, apart from just measuring the digital transformation KPI’s? J: Stories beat numbers.
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