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The future of work

 Anjali Ramachandran
Head of Innovation, PHD
It’s                      the cosmetics
       NOT
             just about
“The people side of a
                                          business is way harder
                                          and way more
                                          complicated than
                                          building a product is.
Fred Wilson, VC, Union Square Ventures
                                          You have to start with
                                          culture, values and a
                                          commitment to creating
                                          a fantastic workplace.”
A few things...
Collaborative companies
Boundaryless business multiplies value:                                    50%
   Highly networked enterprises are 50% more
   likely than other organisations to report
   market share gains against their
   competitors and higher profit margins




Source: McKinsey Quarterly (2010); ‘The Rise of the Networked Enterprise: Web 2.0 Finds Its Payday’
The future of recruitment
The future of performance
        evaluation
Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
The social company
Charting untested waters
Flexible working
“Companies should move
                                        away from self-
                                        destructive, factory
Matt Mullenweg, co-founder, Wordpress
                                        models of work where
                                        people are rewarded for
                                        coming early and staying
                                        late.”
Never lose sight of the goal:
better work by better people
“At the root of every
                                      seemingly technical
Eric Ries, Author, The Lean Startup   problem, is a human
                                      problem.”
The Five Whys
1. A new release disabled a feature for customers.
Why? Because a particular server failed.
2. Why did the server fail? Because an obscure
subsystem was used in the wrong way.
3. Why was it used in the wrong way? The engineer
who used it didn’t know how to use it properly.
4. Why didn’t he know? Because he was never trained.
5. Why wasn’t he trained? Because his manager
doesn’t believe in training new engineers because he
and his team are “too busy.”
Thanks!

               @anjali28
     http://anjalir.wordpress.com

                @phd_uk
http://acupofteawithphd.wordpress.com
            http://phd.co.uk

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The future of work

  • 1. The future of work Anjali Ramachandran Head of Innovation, PHD
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  • 4. It’s the cosmetics NOT just about
  • 5. “The people side of a business is way harder and way more complicated than building a product is. Fred Wilson, VC, Union Square Ventures You have to start with culture, values and a commitment to creating a fantastic workplace.”
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  • 9. Boundaryless business multiplies value: 50% Highly networked enterprises are 50% more likely than other organisations to report market share gains against their competitors and higher profit margins Source: McKinsey Quarterly (2010); ‘The Rise of the Networked Enterprise: Web 2.0 Finds Its Payday’
  • 10. The future of recruitment
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  • 18. The future of performance evaluation
  • 19. Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
  • 20. Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
  • 21. Source: Nien Liu, Zeus Jones, ‘How Modern Brands Approach Performance Reviews’
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  • 32. “Companies should move away from self- destructive, factory Matt Mullenweg, co-founder, Wordpress models of work where people are rewarded for coming early and staying late.”
  • 33. Never lose sight of the goal: better work by better people
  • 34. “At the root of every seemingly technical Eric Ries, Author, The Lean Startup problem, is a human problem.”
  • 35. The Five Whys 1. A new release disabled a feature for customers. Why? Because a particular server failed. 2. Why did the server fail? Because an obscure subsystem was used in the wrong way. 3. Why was it used in the wrong way? The engineer who used it didn’t know how to use it properly. 4. Why didn’t he know? Because he was never trained. 5. Why wasn’t he trained? Because his manager doesn’t believe in training new engineers because he and his team are “too busy.”
  • 36. Thanks! @anjali28 http://anjalir.wordpress.com @phd_uk http://acupofteawithphd.wordpress.com http://phd.co.uk