Tradition # 1
Recruit people with the
When things are changing, what if you
involve people who have little or
Rethinking tradition # 1
We’re an industry that needs to change and
reexamine almost every facet of how we do business.
So people who have been trained and reinforced in the
traditional ways of running hospitals and health system
departments often don’t look at doing things in new and
creative ways. They don’t challenge everything and ask
tough questions. Instead they are locked into the old
paradigms. So the last thing we need is someone with that
kind of ”experience.”
Tradition # 2
Involve people who
are like yourself
What if you involve people who
are different than you are?
Rethinking tradition # 2
Managers who dislike conflict - or value only
their own approach - actively avoid the
clash of ideas.
They hire and reward people of a particular
stripe, usually people like themselves.
People tend to recruit candidates just like
themselves. We do this because we are
affected by subjective biases, and in particular
by the similar-attraction effect.
Johansson, Frans: The Medici Effect, p. 82.
Even if we want to create an innovative
environment with different types of
people, we face millions of years of
evolution that work against such desires.
Johansson, Frans: The Medici Effect, p. 82.
Research from multiple sources has shown
that competive advantage, innovation, and
increased shareholder value, among other
benefits, are linked to a diverse board
Thinking style diversity.
Various kinds of diversity
Over the coming years, the workforce is set
to become far more diverse, reflecting
trends towards an ageing population, greater
ethnic diversity and more women taking up
positions in paid work.
Tradition # 3
To work, people need
a diploma from a school
What if people get involved because they
like to do the work and are good at it?
Rethinking tradition # 3
We recently hired two people and we
didn’t even know what their degrees
were, if they even had degrees.
We hired them because of the work they
did on the computer science platform on
More and more people are being
hired on their work samples, on
the projects they’ve done, the type
of portfolios they’ve developed.
Sir Ken Robinson: You’re better off having a degree,
but it’s not a guarantee of a good job anymore.
Could digital portfolios replace resumes?
Rethinking tradition # 4
CVs have led recruiters to focus too much on grades, university
reputations, and prior work experience. The problem with
these hiring criteria is that they’re biased toward applicants
from more wealthy backgrounds.
These families usually have better connections and networks,
can provide better education opportunities, and can afford to
pay reputable universities’ tuition fees. In addition, children
who have grown up in the upper echelons of society are also
much more used to the social norms that guide successful
Position, title and academic degrees – none
of the usual status differentiators carry much
On the web, what counts is not your resume,
but what you can contribute.
Tradition # 5
A manager decides
what people get paid
What if everyone decides
what people get paid?
Rethinking tradition # 5
Research shows that focusing on individual
strengths and what is unique about people
is a much better strategy than trying to make
Results: People become more motivated,
work more efficiently, and make fewer errors.
Whether contributing to a blog,
working on an open source
project, or sharing advice in a
forum, people choose to work
on things that interest them.
Everyone is an independent
Tradition # 7
A recruitment process
is long and hard
What if recruitment took little time?
Rethinking tradition # 7
Cut down interview cycle times to
14 days as measured from
candidate contact to final decision.
Reduce the recruitment process, so
that candidates only need to make
1 visit to the company.
What if many tasks currently done by large companies
were done instead by temporary combinations of small
companies and independent contractors?
Taking this idea further, what if most businesses
consisted of one single person?
Malone, Thomas W.: The Future of Work, p. 74.
Rethinking tradition # 8
Instead of employing and training a large workforce, LiveOps
maintains a pool of loosely affiliated freelancers. These
are often stay-at-home parents who cannot take a job with
fixed hours but are available many times during the day.
The LiveOps computerized system allows them to work
remotely in their free time. Agents log on to the system
when they’re available, and customer calls are routed
Airbnb, Lyft, and Uber are using freelance employment
models to disrupt hospitality, transportation, and many
As a result, workers are under increasing pressure to keep
their skills current. This has enormous implications for the
educational needs of the global population.
Rethinking tradition # 9
What if people are included
rather than excluded?
After retirement, millions now look forward
to 20 and more years of decent health,
sustainable income, but face a resounding
problem: What should we do now?