Rethinking Work
Seismic Changes in the Where, When, and Why
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- 13,99 €
Descrição da editora
A sea change is occurring—a change so monumental that it is making us re-invent the traditional ideas of where work is done, when work is done, why work is done, and even what work itself is.
We have a choice. We can either be reactive and struggle to adjust to transformational events on the fly, or we can be proactive and control the narrative—reinventing work to align with the evolving environment. Futurist Rishad Tobaccowala has had a highly successful career because he has anticipated and capitalized on emerging trends. In Rethinking Work, Rishad outlines the reasons why being proactive in this era of unprecedented change is the only way organizations will survive and thrive. Schools, banks, law firms, startups, medical offices—every sector will be affected by the current or soon-to-be-emerging trends and events that Rishad describes in this invaluable guide.
Learn to thrive in a world where the who, what, why, where, when and how of work will be transformed:
Who will people work for? A growing number of people are choosing to work for themselves while others are opting for greater control over who they work for. This will lead to more options both for employees and employers on how to structure their work.What will organizations look like? Like nothing in the past. We will no longer have a single organizational model or design but instead have a wide range of operating styles, structures and sizes. Why will people work? Two-thirds of workers under 30 are combining different gigs to not only satisfy their financial needs but to their own personal satisfaction and sense of purposeWhere will people work? In the metaverse. At home. In morphing offices that bear little resemblance to traditional workspaces. With team members in other countries and customers on other continents.When will people work? Whenever. The 9-5 workday is already passing as efficiency lessens in importance to innovation, disruption, and agility.How will leadership change? We are evolving to a new type of leadership from management focused to growth, agility and learning focused.
PUBLISHERS WEEKLY
In this lackluster program, Tobaccowala (Restoring the Soul of Business), chief growth officer at the advertising firm Publicis Groupe, expounds on how managers and executives can adjust to recent technological and cultural changes in the workplace. He asserts that the convulsions of the Covid era made employees more likely to believe that their job isn't their identity while accelerating the rise of remote and gig work. Opining on how to adapt, Tobaccowala offers such obvious suggestions as keeping in "constant communication" with employees to make sure they're supported even while working remotely. He encourages readers to embrace AI but doesn't give much detail on how besides touting the need for supervision to ensure the software's output is safe and legal. There's a striking lack of evidence throughout, as when he asserts that maintaining at least some in-person interaction between employees improves learning, builds relationships, and enhances problem-solving without citing a single source. The occasional real-life examples are presented in such truncated form that they illuminate little. For instance, Tobaccowala attempts to emphasize the enduring importance of human workers in the AI age by positing that Delta's "talent and culture" gives it an edge over American Airlines, but he doesn't elaborate on what qualities differentiate Delta's culture or how it leads to higher profits. This falls flat.
