This article is about being resilient. It is not about resilience. A resilient person or organization can get through a crisis. But making it through once is not enough. It is highly likely there will be more and greater disruption in the short- and long-term. We are already living this. Being resilient is a state of readiness, a way of acting, a way of thinking. It is proactive, not reactive. In today’s work environment, this is business critical, for individuals and for organizations. It may even be a question of survival. (more…)
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…)
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 challenge 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…)
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!” (more…)
Here are the slides used during the webinar I did with MITSloan in July 2018. The attendees had lots of good questions and I’m writing up the ones there was no time to answer. Stay tuned! (more…)
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…)