I’m looking at how talent is found and brought into organizations. The chart shows that #gigmindsetter skills are not yet at the top of the list, especially the ability to challenge status quo. (more…)
This is an extract from an article I wrote in 2017 about the Marshall Space Flight Center, (part of NASA): Working out loud from the top – half a century ago.
I’m working on a chapter in my book about the gig mindset inside organizations, and it led me to reflect on working out loud. (more…)
Data from 12 years of global surveys brings me new insights on a lot of topics!
For example here: The Emergence of the Gig Mindset. It’s crystal clear why it is happening!
This happened with social networks, which entered organizations timidly over a decade ago, were upsetting to many senior managers, but have now become widespread: approximately 60% of organizations have a single network worldwide, and another 25% have multiple networks.
BYOD is another example. Bring Your Own Device was frowned on, even forbidden, in most companies. People did it anyway. Why? Because they had no choice. They needed mobile to do their jobs. Today well over half of organizations officially allow it for work purposes. And most of the others accept it. Companies with the most successful customer-facing workforce also have the highest rate of BYOD.
I wrote about this in 2016: Tracking the Trends in Bringing Our Own Devices to Work in the Harvard Business Review. Exceptions occur of course in highly regulated industries or on sites with highly classified data.
I just finished my 3rd Briefing Note of 2019 which I entitled: The lost art of reading, the lost art of writing. Pessimistic? Yes, but that’s the reality I see around. I included notes about Alan Rusbridger’s new book: Breaking News. The Remaking of Journalism and Why It Matters Now.
I’ve been a fan of Rusbridger ever since I read Play It Again. An Amateur Against the Impossible. I wrote about it in 2014: What we can learn from a newspaper (and it’s not the news)
I’m running late on my Briefing Notes, and I”ll just blame my book project for that, but it’s no excuse!
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 in stifling work cultures with rigid management practices have led to new behaviors for people who are self-motivated to make a difference in their organization. (more…)
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. (more…)
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.
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.
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.
