Will The Role And Influence of the Employee be Different in the New World of Work ?


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On Unstructure, we’ve been discussing the changing role of the employee in the workplace – strategies for driving employee motivation and engagement, and also how to handle new challenges that are being introduced because of technology – such as deciding whether to integrate social networking into the workplace, how to adopt enterprise collaboration tools into highly regulated industries, and how to best utilize a mobile workforce where everyone is capable of working from anywhere.

So, joining us today to discuss those issues is Julian Birkinshaw, Professor of Strategic and International Management at London Business School, Deputy Dean for Programmes, and a Fellow of both the Advanced Institute of Management Research in the UK, and of the Academy of International Business.

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Will The Role And Influence of the Employee be Different in the New World of Work ?

  1. 2. Will the role and influence of employees be different in the new world of work? Professor Julian Birkinshaw London Business School And the MLab
  2. 3. Management has failed… Shockingly poor risk-management decisions Perverse incentive systems, “eat what you kill” Firm as a vehicle for perpetuating the raw vices of capitalism
  3. 4. Which professions do people respect most? Medical doctors Police officers Clergy Journalists Bankers Lawyers Business executives Car salespeople How do you rate the honesty and ethics of the following professions? (% answering very high or high) 65% 63% 50% 23% 19% 13% 12% 6% Source: Gallup 2009
  4. 5. Who are you happiest with? Page Friends Parents/relatives Spouse My children Co-workers Clients/customers Alone Boss Source: Richard Layard 3.3 3.0 2.8 2.7 2.6 2.4 2.2 2.0 ( Rating is on a 1-5 scale)
  5. 6. Reinventing management? <ul><li>We need to recapture the “spirit” of management </li></ul><ul><ul><li>Good executives are leaders and managers </li></ul></ul><ul><ul><li>Management is not just how work gets done in large, industrial-age companies </li></ul></ul><ul><li>We need to become more innovative about management </li></ul><ul><ul><li>Can we imagine new and different ways of “getting work done through others?” And how will employees roles change? </li></ul></ul>
  6. 7. A window of opportunity for management innovation Opportunity for Management Innovation New employee expectations New interactive technologies New management challenges New & unusual competitors
  7. 8. Novel management models (1) Clients needing software developed Hungry community of software developers
  8. 9. Novel Management Models (2) <ul><li>Happy Management Principles </li></ul><ul><li>KPI: staff satisfaction. The customer comes second </li></ul><ul><li>Managers chosen according to their skills at managing; Decision-makers often don’t have direct reports </li></ul><ul><li>Recruitment: no CVs, new hires chosen based on training skills </li></ul><ul><li>Celebrate Mistakes </li></ul>#2 in “Best Place to Work in the UK” award in 2007; 98.7% customer satisfaction
  9. 10. Management as a conscious set of choices among known alternatives <ul><li>Business Model </li></ul><ul><li>Choices firms make about: </li></ul><ul><li>Sources of revenue </li></ul><ul><li>Cost structure </li></ul><ul><li>What to make / buy </li></ul><ul><li>How to make a profit </li></ul><ul><li>Management Model </li></ul><ul><li>Choices firms make about: </li></ul><ul><li>Defining objectives </li></ul><ul><li>Motivating effort </li></ul><ul><li>Coordinating activities </li></ul><ul><li>Allocating resources </li></ul>
  10. 11. A framework for rethinking management Managing across: activities Managing down: decisions Managing individual motivation Managing objectives Alignment Obliquity ENDS MEANS Extrinsic Bureaucracy Hierarchy Intrinsic Emergence Collective wisdom Traditional Principle Alternative Principle
  11. 12. Extrinsic Intrinsic Doing work for direct, material rewards Doing work for its own sake: for innate pleasure Doing work to gain status or recognition, to fit in How should these be harnessed to motivate the people who work for you? Extrinsic Intrinsic
  12. 13. Topcoder’s unique approach to motivation Clients needing software developed Hungry community of software developers
  13. 14. Tomek Czajka <ul><li>Twice winner of the TopCoder “Open” </li></ul><ul><li>What motivates him? </li></ul><ul><ul><li>Love of programming </li></ul></ul><ul><ul><li>Status/recognition among his peers </li></ul></ul><ul><ul><li>Possibility of winning the prize </li></ul></ul>
  14. 15. How the role and influence of employees will change in the new world of work <ul><li>More freelance workers – who are just as highly motivated as employees </li></ul><ul><li>More tools for utilising and aggregating employee views – blogs, wikis, online jams </li></ul><ul><li>More effort by managers to engage their workers – by harnessing their collective wisdom, and by fostering emergent behaviour </li></ul>
  15. 16. Your views?
  16. 17. Join the conversation www.unstructure.org