CONTEXT: Focus here on Civil Disobedience.
The opposing forces of what I’m calling civil disobedience and strategic blindness underlie the gig mindset inside the organization. They are the fundamental forces that will make or break the gig-mindset way of working inside companies and are the subject of an early chapter in my upcoming book. This article about civil disobedience is part one of a short series. (more…)
CONTEXT: Focus here on Strategic Blindness.
The opposing forces of what I’m calling civil disobedience and strategic blindness underlie the gig mindset inside the organization. They are the fundamental forces that will make or break the gig-mindset way of working inside companies and are the subject of an early chapter in my upcoming book. This article about strategic blindness is part two of a short series. (more…)
People Movements Bring Change. The Gig Mindset Is No Exception.
First, people brought social to the workplace
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.
Then people led and won the BYOD debate.
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…)
(Originally published for the 10th Global Peter Drucker Forum, with the theme management. the human dimension in 2018.) The shape of organizations in the future will depend in large part on how we as individuals take control, steer our own lives and interact and communicate with others in the workplace. For the last few years I have seen many people, salaried and 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. (more…)
Figure 1 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 framework for the gig mindset research started with a description of 8 contrasting behaviors. The version you see above is the current result after many hours of conversation and refinements with the Gig Mindset Advisory Board.
I’m researching the gig mindset. I do NOT mean external gig workers or freelancers or members of what is commonly called the gig economy. I mean salaried people who work inside organizations, but behave in ways similar to external freelancers. (more…)
These are the slides I used for the opening keynote presentation at IntranetReloaded in Berlin in April. There was a lot of interest in the ideas of the gig mentality inside organizations.
A number of people talked to me over the 2 days telling me their gig stories.
“What if we saw vision not as a determined end state we need to achieve, but as a
co-created, evolving pattern we are living in that informs every decision and interaction in the now.”
How can you protect your digital initiatives from internal political damage? “Neutralize Internal Politics in Digital Initiatives” was originally published by MIT Sloan Management Review October 13th, 2017. (more…)
How can you build the right balance between global and local needs, desk-less and desk workers, and the center and the edges? If you can get it right, it will change the DNA of your organization to one of genuine inclusiveness. You will fortify the sense of common purpose and belonging. Originally published on the Global Peter Drucker Forum Blog. (more…)