Lead the Work

Оглавление

Creelman David. Lead the Work

Foreword

Acknowledgments

Part One. The Background

Chapter 1. Leading Work – Not Managing Employees

Chapter 2. Free Agent World

Chapter 3. Outsourcing and Alliances

Chapter 4. The Talent Platforms

Part Two. The Model

Chapter 5. Leading the Work Beyond Employment: A Decision Framework

Chapter 6. How IBM Leads the Work

Chapter 7. The Assignment: How Much to Deconstruct, Disperse, and Detach?

Chapter 8. The New Organization: Permeable, Interlinked, Collaborative, and Flexible

Chapter 9. The Reward: Short-Term, Individualized, and Imaginative

Part Three. Implications

Chapter 10. Future HR Practices in Leading the Work

Chapter 11. Future HR Outcomes in Leading the Work

Chapter 12. Governance and Stakeholders

Chapter 13. Nations, Citizens, and Children

About the Authors

Index

Отрывок из книги

Lead the Work

Navigating a World beyond Employment

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This new form of organizational openness offers tremendous upside potential – empowered employees, free-flowing ideas, more creativity and innovation, happier customers, and better results. But with more openness also comes more risk. As rigid controls loosen, organizations need a strong sense of purpose and shared beliefs to guide decision making. Teams will need processes and tools that inspire collaboration on a massive scale. Skills need to be validated in some reliable way. Perhaps most important, organizations must help employees develop the capabilities to adapt and excel in this type of environment.

As you navigate these shifts, finding and developing the right talent and leadership is challenging. John Boudreau, Ravin Jesuthasan, and David Creelman pull together compelling evidence and tools to help you find your way. I'm pleased to say that you'll find a chapter in the book about our journey at IBM, and you'll read about other innovative organizations as well.

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