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…)
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.
(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…)
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 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…)
I participated in a workshop some time ago with a big global company that is often held up as an example of how to go digital. Their HQ is in the US but our workshop took place in France. (NDA signed, sorry!) When we were having drinks at the hotel bar at the end of the day, I noticed several people taking photos of their bar bills. I asked why. The answer was that all they had to do to get reimbursed was to upload the photo using a special app. Nothing to fill out. No sign off to get from their managers. A friendly process, indeed! I asked: “And they trust you?” The answer: “Yes, but they can always check if they need to. So far they haven’t.” (more…)
Air Liquide is an international company with a presence in 80 countries. Founded in 1902, it has a long tradition of innovation. With 68,000 employees worldwide, it specializes in gases, technologies and services for industry and the health sector. Now, after decades of experience adapting to evolving customer needs, Air Liquide is embracing the digital age, on a new transformation path involving their customers and employees worldwide. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit: https://www.airliquide.com/ (more…)