Transforming Work with Sophie Wade

Sophie Wade
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Transforming Work with Sophie Wade

Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.

  1. 6 NGÀY TRƯỚC

    Vidya Krishnan - Strategic Systems-based Upskilling to Enable Internal Talent Mobility

    Vidya Krishnan, Chief Learning Officer at Ericsson, combines her engineering experience, systems thinking, and love of learning to connect core upskilling with corporate strategy. For Vidya, learning at the speed of technology development requires a learning mindset and future-focused dynamic approach to jobs and skills. Vidya explains how a project marketplace enables internal talent mobility: redesigning work with a skills-focus; facilitating evolution to ‘resource fluidity’; and allowing organic shifts into emerging areas as employees gravitate towards where work is flowing. Vidya recommends stability management with change management.     TAKEAWAYS   [02:06] Vidya studies electrical engineering influenced by her family’s engineering legacy.   [03:16] Deeply admiring engineering and loving learning, Vidya admits she had ‘will before skill’.   [04:14] Vidya promotes internships: good summertime feedback boosts her while some college studies challenge.   [05:07] For personal reasons Vidya leaves AT&T joining Nortel (acquired by Ericsson) in Dallas.   [06:19] Always an engineer, now focused on people’s experiences in L&D, Vidya loves teaching.   [08:24] Learning is as the heart of every transformation for Vidya’s team and workplace.   [09:19] Learning even more from failure, by addressing both shame and ignorance after mistakes.   [11:11] Technology and people are inherently upgradable—ongoing learning at a tech company.   [12:34] How engineers need "power skills" like storytelling and managing stakeholders.   [14:05] Looking creatively to other industries, like aviation, to solve engineering challenges.   [16:49] Vidya has a double life for three years learning and networking at learning conferences.   [18:54] Managers want her to advance in engineering, but Vidya is determined to change field.   [19:45] Vidya overcomes self-doubt and family concerns while transitioning her career.   [21:15] After three years, Vidya transitions horizontally into technical training for customers.   [22:56] Becoming a studio offering digital learning using multimedia and experiential techniques.   [23:41] How to create capabilities that customers will pay for and employees value.   [27:00] Systems thinking to describe work’s three dimensions: digital ecosystem, business system, and culture system.   [30:14] A systems vs programmatic approach to work is strategic and natural at a tech company.   [31:20] Skills development is vital and therefore must be connected to company strategy.   [33:21] Constructing a framework where skills are derivative of corporate strategy.   [34:20] Starting with the one skill that is most consequential to the strategy—less is more.   [36:20] Two sets of skills—global critical skills (top down) and job role skills (bottom up).   [37:30] Digitalizing a job architecture starts development of a skills taxonomy.   [38:23] Getting on the skills games board through credentialing and contribution.   [39:13] To be future focused, skills and job roles are digitalized into a relational database.   [40:40] Skills’ journey phases: initialize, mobilize, and capitalize advancing with winnable games.   [43:10] "Resource fluidity" is where employees’ skills are not confined to their job role—reskill and constantly redeploy.   [44:45] A talent marketplace that is a project marketplace redesigns work to put skills to work.   [47:43] Disaggregating work into projects enables work packages doable outside of people’s day jobs—a third space—to develop new skills.   [50:30] Enabling employees to gravitate towards emerging areas from eroding areas.   [51:35] The hypothesis that progressive career reinvention at scale will pay for itself.   [52:25] A project marketplace creates capability and expands capacity.   [54:50] Partnership is the new leadership, and co-creation and co-ownership are key to execut

    1 giờ 5 phút

  2. 18 THG 10

    Mark Ma - RTOs: Research-backed Realities and Recommendations

    Mark Ma, a research professor at the University of Pittsburgh, studies social and economic issues including Return To Office (RTO) mandates, AI, and tax evasion. A working parent during the pandemic, Mark describes how personal and community experiences initially generated his interest in researching remote work options and hybrid policies. He shares his discoveries that stock market declines generated RTO mandates but not improved corporate results. Mark discusses the dynamics of executives’ control, power, and distrust affecting work policies. He advocates for workplace flexibility—giving employees and teams choices.       TAKEAWAYS   [02:23] While Mark’s parents advised him to study accounting, he found it fascinating.   [03:01] For his PhD, Mark explores financial analysis, and his tax avoidance research is cited.   [03:45] Passionate about research, Mark pursues academia, also appreciating the flexible lifestyle.   [05:09] Parental challenges during the pandemic fuels Mark’s interest in remote work options.   [05:50] Noticing neighbors’ complaints about returning to the office, Mark attends a conference and hears about working from home research.   [06:41] Mark gets tenure and explores risky research projects that help improve people’s lives.   [08:25] In late 2022, Mark starts collecting data on companies’ return-to-office mandates.   [09:25] Leaders say remote workers aren’t working hard, while employees keep performing.   [11:06] Return-To-Office mandates often happen after a stock price crash—but why?   [12:00] How remote work gets blamed—without evidence—for poor performance.   [14:36] RTO mandates also result from executives’ loss of control and not trusting employees.   [15:40] Companies may also use RTO policies to easily/cheaply lay off employees.   [18:16] Male and powerful CEOs—with higher relative salaries—issue more RTO mandates to assert control.   [21:38] Employee and team choice is recommended combined with intentional office time.   [22:32] Mark needs data from companies offering employee choice to confirm the best approach.   [24:58] Amazon’s shifts to 3-days/wk then 5-days/week RTO has caused employee dissatisfaction and departures.   [25:50] One example of Nvidia’s flexible policy enables it to benefit from Amazon’s rigid one.   [26:59] Mark finds no evidence that RTO mandates help firms’ performance or stock price.   [27:43] Should productivity be measured appropriately and over what time period?   [29:12] States level data shows structured hybrid work reduces depression and suicide risks.   [32:00] Fully remote workers often self-select which fits their lifestyle and social setup.   [32:50] Companies going fully remote need regular off-site engagements to mitigate isolation.   [34:18] New research explores RTO mandates’ affect turnover, especially in finance and tech.   [35:20] Initial findings show higher turnover, especially among women, follows RTO mandates.   [36:48] After RTOs announcements, turnover increases quickly as some people can’t go back to the office.   [39:06] IMMEDIATE ACTION TIP: “First, allow flexibility so employees have choice. Second, promote flexible team leaders to signal that people working from home will not be penalized. Third, for new graduate hires who want to work at the office, ensure mentors are present to support them.     RESOURCES   Mark Ma on LinkedIn Is Workplace Flexibility Good for the Environment? Research on Return To Office Mandates Mental Health Benefits of Workplace Flexibility     QUOTES “The more powerful CEOs and the male CEOs are more likely to impose return-to-office mandates.”   “You should allow team choice plus employee choice. That means teams decide when they want to come to office together. And on those in office days, those meetings should be intentional.”   “We clearly do not fin

    44 phút

  3. 11 THG 10

    Mika Cross - Learning from Public Sector Distributed Teams, Telework, and Wellness

    Mika Cross is a Workplace Transformation Strategist at Strategy@Work. She discusses her military career and years federal government agency experience including talent management, workplace flexibility, and wellness. Mika shares her approach to distributed teams, performance management, and work-life balance. She describes how flexible private sector workforce management policies, informed by public sector successes, foster engagement, retain talent, and meet the diverse needs of the modern, distributed workforce. Mika describes how remote work options allow us to reimagine veterans’ and civilians’ working lives and communities.     TAKEAWAYS   [02:39] MIka works wants to be a journalist then has to take a break in her studies.   [03:17] A mentor suggests military service so Mika can complete her education and serve nobly.   [04:26] Mika has some job options from Uncle Sam after finishing top three in her officer training class.   [05:35] Mika is attracted by inclusive workplaces that support the whole soldier and family.   [06:32] Working for a rapidly deployable unit, Mika must support distributed teams holistically.   [07:33] The military is facing shortages, how can retention be improved using flexibility?   [09:15] How to share knowledge across agencies while dealing with confidential information.   [10:31] What does employee experience look like in the federal government?   [11:49] The power of communication to enable effective policy implementation.   [13:41] Managers want discretion and information to make the right decisions for their teams.   [16:11] With deep knowledge of federal regulations, Mika takes an integrated systems approach.   [17:44] What are the blocks to effective equal opportunity?   [18:37] Mika finds some workplace flexibility policy options blocked by supervisors.   [19:50] Mindsets can prevent advancements or enable cultural transformation.   [21:26] How to measure the impact of policies including cost savings.   [23:04] Taking a multi-pronged approach with broad buy in and incentivized training.   [24:25] Celebrating wins, measuring engagement, and saving on leases.   [25:34] The benefits of getting multiple share stakeholders on board.   [26:36] The USDA gets recognition and rewards as one of America's best workplaces.   [27:25] Achieving savings of $8 million per year through telecommuting.   [31:00] Negotiating work policies with 92 unions!   [36:34] Enabling veterans’ smooth transitions into civilian jobs requires many types of flexibility.   [38:20] Mika explores upskilling, reskilling and benefits.   [40:14] Veterans often returning to Hometown USA find few jobs after years of rural brain drain.   [41:20] Three ways to provide thriving healthy supportive workplaces to veterans.   [42:43] Military spouses need remote work options as they support transitioning veterans.   [45:01] The wild opportunity to reimagine the nation, rebuilding Hometown USA.   [46:58] The importance of soft skills -- or success skills as Mike calls them.   [48:18] Mika believes in career readiness skills so workers learn how to work.   [49:14] Moving to a skills-based talent economy.   [50:27] IMMEDIATE ACTION TIP: If you don’t include flexibility in your work policies and turnover increases, recognize the burden on employees who stay and the loss of skills and organizational knowledge. Instead, extend a little trust and autonomy first, hold people accountable second, and teach flexible open mindsets.     RESOURCES   Mika Cross on LinkedIn Mika’s website MikaCross.com     QUOTES   “I ended up seeing the power of inclusive workplaces, supportive workplaces, policies, procedures and programs that supported the whole soldier in order to get the best out of our troops, especially when they are deploying into conflict and being separated from their families and having to support the other half o

    53 phút

  4. 27 THG 9

    Paul J. Zak - The Neuroscience of Employee Engagement and Satisfaction

    Paul J. Zak is a Professor and Director of the Center for Neuroeconomics Studies at Claremont Graduate University. Paul is the Founder of Immersion Neuroscience a company that enables measurement of immersion in experiences in real-time. He has authored books including Immersion and The Trust Factor. Paul emphasizes customer lifetime value and the effect of creating extraordinary experiences for customers and employees. He discusses the neuroscience linking trust, psychological safety, and employee engagement to improved business outcomes. Paul highlights emotional fitness and how leaders creating empathetic, trust-based cultures enable employees to flourish, boosting their satisfaction and well-being.     TAKEAWAYS   [02:43] Paul studies mathematics, biology, and neuroscience to understand human behavior.   [03:21] ‘Why are we nice to each other?’ has been a core area of study in Paul’s lab.   [04:00] Humans are naturally group-oriented and thrive when working collaboratively.   [05:35] Creating extraordinary employee experiences is key to engagement and performance.   [06:52] Paul focuses on Customer Lifetime Value (CLV) supported by strong employee engagement.   [07:40] Improved customer service helps customers and can boost employee satisfaction too.   [10:12] Businesses must focus on retaining talent by fostering employee growth and satisfaction.   [11:15] Paul advocates for a coaching model of leadership that encourages autonomy.   [12:06] Trust with psychological safety allows employees to be comfortable and burn less neurologic energy.   [13:46] Leaders must create environments for people to flourish, not expecting consistency.   [14:39] The "Whole Person Review" is forward-looking focusing on professional, personal, and spiritual growth.   [16:56] With empathy and trust closely related, leaders best recognize employees as humans with emotions and personal lives.   [18:12] Paul enjoys daily huddles fostering team connection and alignment at work.   [19:04] Leaders benefit from in-person interactions to build and sustain relationships.   [22:04] What experiences do people value? Offer the office as a social emotional hub.   [24:24] Six peak immersion moments per day lasting three minutes build emotional fitness.   [24:56] Adding a social layer to any experience increases neurologic immersion and satisfaction.   [25:32] Video conference interactions achieve 50- 80% of the value of in-person interactions.   [28:35] Leaders need to understand brain responses to nurture psychological safety.   [29:20] Teams of 15-20 perform better because individuals can maintain strong connections.   [30:09] Creating an environment where people can flourish and be fully engaged at work and outside work.   [32:18] Eight factors generate peak immersion moments so employees can adjust assignments with their supervisor.   [33:09] A Google employee finds she loves coaching and moves to Facebook to mentor developers.   [34:38] Crafting jobs that challenge people—to do what is hard to master but achievable.   [35:40] Conversations about investing in professional development—a key trust factor.   [37:50] Train extensively then delegate generously to give people control over their work lives.   [38:41] Autonomy and job satisfaction improved when hospital nurses had more decision-making power in patient care.   [41:12] Leaders should model behaviors they want to see.   [43:52] Stress is not bad—manageable challenges can stimulate engagement and bonding.   [44:42] Paul’s skydiving experiences and his oxytocin and stress levels inverted over time.   [46:05] Challenges at work enable employees to perform at their best and achieve satisfaction.   [47:02] Create environments where employees can flourish, be safe, have immersion moments, and connect with each other.   [49:14] IMMEDIATE ACTION TIP: For a longer happier life, invest time

    53 phút

  5. 20 THG 9

    Kelly Monahan - Up-leveling Leaders for the Blended Distributed Workforce

    Kelly Monahan, Ph.D., is Managing Director of Upwork’s Research Institute, with research published in applied and academic journals. Kelly is the author of “How Behavioral Economics Influences Management Decision-making: A New Paradigm.” She shares insights from studies of strategic leadership and organizational behavior. Kelly urges executives and managers to rethink their approach to work and leading a distributed, blended, and AI-augmented workforce. She emphasizes accessing versus acquiring skilled talent enabling businesses to be agile and compete.     TAKEAWAYS   [02:21] Kelly misses a human element in her business degree so gets into strategic leadership.   [03:10] Kelly aligns with Edward Deming’s thinking that systems are the issue, not the people.   [03:57] Leadership feels broken. As part of her Ph.D., Kelly researches how people learn.   [04:55] Kelly discovers business philosophy is founded on the assumption that people are lazy.   [05:50] Kelly focuses on how leaders can appeal to people’s intrinsic motivations.   [06:31] Early in her career, Kelly works as a media planner during the financial crisis.   [08:55] In 2015, CEOs 3 big worries: more distributed work, blended workforces, AI taking jobs.   [12:05] Leaders struggle to manage distributed and cross-functional teams.   [12:35] Leading through influence, not hierarchy, requires the new power skill, empathy.   [13:13] Most leadership theories derive from the military and don’t translate well for business.   [14:37] Kelly finds more emphasis on empathy in the military than business leadership.   [00:15:19] At Accenture, the pandemic lockdown stops Kelly from announcing a new people-first approach.   [00:17:27] During the crisis, Kelly stress-tests the framework and sees employees’ needs evolve.   [00:19:40] Kelly joins Meta, excited about the possibilities of VR/AR in shaping the future of work.   [00:20:28] Tech companies have location-centric cultures so what is distributed work going to look like? [21:20] Hands-on, Kelly tries to understand how leadership norms and careers will evolve.   [22:00] Relying on local talent will not be sufficient as engineer must be hired further afield.   [22:50] How Ready Player One expresses some of Kelly’s technology-related fears.   [23:28] Meta focuses on bringing social presence and connections into digital environments.   [24:53] Kelly is bullish about personal connections and realistic human presence in virtual space.   [26:05] Virtual environments could democratize access to learning, but there are trade-offs.   [26:45] Kelly goes to Upwork seeing the urgent need for companies to access skilled external talent.   [28:58] Over 2-3 years, Kelly predicts companies have a more blended talent mix to be more agile.   [31:16] Freelancers tend to stay competitively upskilled compared to full-time employees.   [32:14] GenAI is disrupting tasks, causing leaders to rethink how work is done and by whom.   [35:05] HR strategies do not align with Gen Zers’ desire for diversified work to have financial stability.   [37:05] Kelly advocates more dynamic “talent access” rather than “talent acquisition.”   [39:00] Using an abundant mindset rather than a scarcity ‘war for talent’-type mindset.   [41:00] Kelly highlights NASA which successfully uses external talent to solve big problems.   [42:56] Kelly believes connecting business performance with new ways of working is key for businesses survival.   [45:15] IMMEDIATE ACTION TIP:  Rather than thinking of a job when analyzing work, consider ‘what’s the problem I’m trying to solve for?’ Then what are the skills you need to achieve the project and how can AI and skilled freelancers be incorporated as part of the solution?      RESOURCES Kelly Monahan on LinkedIn Upwork Upwork’s Research Institute Care to do better Research     QUOTES

    49 phút

  6. 13 THG 9

    John Hopkins - Flexibility, Flow, Bottlenecks, and Boundaries: Modern Ecosystem Dynamics

    John Hopkins PhD is Associate Professor of Supply Chain Management at Swinburne University of Technology. He is also Founder of WorkFLEX which helps people transition to new ways of working. John discusses how his academic involvement in supply chain dynamics and traffic congestion led him to investigate flexible working. He highlights the long-term sustainability of hybrid work, emphasizing its potential to reduce supply chain bottlenecks and improve work-life balance. John discusses Australia's new “Right to Disconnect” law and other countries introducing healthy work boundaries. He predicts work time reduction is the next big work topic.     TAKEAWAYS   [02:08] John starts his working career with a mechanical engineering apprenticeship.   [02:37] John studies mechanical engineering with management, focusing on supply chains.   [03:15] Learning about global business flow working at a car parts supplier.   [04:10] John’s PhD on e-commerce explores emerging virtual marketplaces.   [05:35] A UK defense project John works on uses technology to support fast decision-making.   [06:34] Researching traffic flow, supply chain challenges relate to office-centric work culture.   [07:30] John questions why people are commuting each day to the office.   [08:55] Employees’ tools are no longer city based.   [09:50] John and his partner travel around the world, love Australia and pledge to go back.   [11:40] John’s interest in technologies enabling supply chain communication and collaboration.   [12:20] John wins an innovation fellowship and uses his research on flexible working to launch WorkFLEX.   [13:30] The pandemic hits and John develops online course content to help people adapt.   [15:20] #1: Companies wanted flexible working and reacted quickly given enough motivation.   [16:23] #2: Attitudes and behaviors adapted rapidly as well.   [17:20] #3: 2024 has been a seminal year as hybrid is firmly embedded in Australian work practices.   [18:24] John finds the hybrid compromise to be a win-win.   [19:57] Most companies are not implementing hybrid well, not customizing the model.   [22:00] We need to discuss with employees what work they are doing and where = how.   [24:50] How the pandemic shone a light on the supply chain.   [25:30] John was Mr. Toilet Paper for a while in 2020!   [27:40] Research that combines supply chains and flexible working.   [30:32] Lack of effective risk management in supply chains was highlighted during the crisis.   [32:35] Cities were designed based on people flow—e.g. where water processing is needed.   [33:40] Some of the return to office push is related to investment in city infrastructure.   [36:19] Scale is the biggest issue with supply chains.   [37:10] Technologically sophisticated supply chains are patchworks of thousands of moving parts.   [38:22] We take for granted the relationships that enable us to have easy access to so much.   [39:25] Trust is essential to make the supply chain work.   [41:28] The new “Right to Disconnect” law in Australia comes into effect in August 2024.   [42:25] Before 2009, we actively needed to “connect” to access work outside office hours.   [44:44] The norm of being connected was never specified, so the law is a first healthy boundary on work practices.   [47:40] France’s similar law in 2017 did not reduce productivity and emergencies are excluded.   [48:22] Giving workers confidence to not respond and reverse unhealthy behavioral norms.   [50:04] Governments may not need to create more mandates; flexible work is already in process.   [50:38] The Right to Request Flexibility laws in Singapore and the UK.   [51:25] Next step may be the Four Day Workweek, now ‘work’ is being discussed broadly.   [52:50] The intensification of work combined with longer working hours.   [54:04] IMMEDIATE ACTION TIP: Keep it simple. Go to the ba

    57 phút

  7. 30 THG 8

    Dan Smolen - The Sea Change for Talent and Recruiters—Evolving Expectations

    Dan Smolen is the host and executive producer of the "What's Your Work Fit?" podcast and a veteran executive recruiter. He explores how talent dynamics are evolving in the modern workplace as recruiters shift to focus on candidates' ability to adapt, learn continuously, and work collaboratively. Dan shares his insights on early talent’s new definitions of success, their emphasis on work/life balance, and preferences for flexible working. Dan describes how these changes are reshaping recruitment strategies and the critical role of empathy in modern hiring practices.Top of FormBottom of Form     TAKEAWAYS   [02:03] Dan chooses his college based on his interest in broadcasting.   [03:02] The Watergate scandal stimulates Dan’s passion for journalism at high school.   [03:44] Dan's goal was to become a news producer as he loves the news!   [04:53] An internship at Qube during college helps Dan realize broadcasting isn’t a good fit.   [06:16] Mentored by a legend in advertising, Dans focuses on marketing.   [07:31] During his early career, Dan works long hours and deals with difficult creative talent.   [09:04] Dan soon manages significant revenue for a top ad agency.   [10:56] While achieving early success, Dan’s workload impacts his well-being.   [11:57] Offered an interesting and lucrative opportunity, Dan transitions to recruiting and loves it.   [15:51] Recruitment requires deep understanding of both client needs and candidate fit.   [17:15] As clients recover from 9/11, Dan adopts a more human-centric approach to recruiting.   [19:50] LinkedIn's launch in 2003 fosters Dan's consultative recruiting approach.   [23:26] Dan goes deeper into clients' organizational issues and achieves more success.   [25:34] Situational interview techniques better match candidates with new job realities.   [27:28] Fast-paced marketplace changes require recruiting adaptable, lifelong learners.   [29:11] Companies shift from seeking specialized skills to valuing generalists willing to learn.   [32:26] Dan notices the benefits of proactive recruitment, engaging talent before roles open up.   [34:52] Early engagement with prospects helps companies build better, longer-lasting teams.   [37:17] Dan uses a "rent to own" model for testing candidate-company fit when necessary.   [39:53] Dan predicts more entrepreneurship as young people seek flexible work arrangements.   [42:54] Traditional office-based arrangements roles are less appealing to younger generations.   [43:50] Dan decides to end his recruiting career and pursue his passion for podcasting.   [46:22] Dan's relationships with talent were a key driver for his recruiting success.   [47:42] "What's Your Work Fit?" podcast explores what makes work meaningful for individuals.   [49:34] Each guest is asked, "What makes work a wonderful part of your day?"   [51:24] Dan believes people are increasingly seeking meaningful work that balances with life.   [54:03] IMMEDIATE ACTION TIP: Your success is what you make of it. You don’t know where you’re headed. Don’t worry. Put on a good pair of shoes, strap on your backpack and enjoy the journey. Even savor the screw-ups, the mess ups and the learning opportunities!   [55:32] Dan emphasizes the importance of hobbies and diverse experiences for a fulfilling life.   [56:04] Engaging with people and creating serendipity are key to living a balanced, inspired life.     RESOURCES   Dan Smolen on LinkedIn “What’s Your Work Fit?” podcast Dan Smolen’s website     QUOTES   “The opportunity that we have before us is to impart to workplace entrants like our children's ages, is to say to them that your success is what you make of it. Don't let others define what it means to be successful".   "You don't know where you're headed. You don't know where it's going to lead you. You don't know the milestones along the way. Don't worry. Put o

    54 phút

  8. 23 THG 8

    Annie Dean - Updating the Culture of Work for Modern Distributed Organizations

    Annie Dean is Vice President and Global Head of Team Anywhere at Atlassian. She oversees their Real Estate and Workplace Experience teams and Team Anywhere Lab—dedicated behavioral scientists focused on designing and validating evidence-based ways of working. Annie is responsible for Atlassian’s shift to a distributed first company. She highlights core elements of their ongoing research-driven, vetted transition supported by strong cultural values. Annie shares Atlassian’s new culture of work practices including rationalizing meetings, pursuing core work, hospitality-focused office operations, and redesigning teams, all facilitated by asynchronous methods and AI.   TAKEAWAYS [02:43] Annie attributes her diverse interests to her liberal arts family upbringing. [03:30] Annie is interested in what society values, how it expresses itself, and how people change it. [04:00] At law school, Annie realizes she doesn’t want to be a lawyer while appreciating the educational benefits. [05:05] A busy lawyer and new mother, Annie’s set up is not working for her. [06:40] Does the system need to change or Annie? She decides it is the system. [07:15] A seminal article questions assumptions about women not reaching leadership positions. [08:01] Co-founding Werk, Annie helps companies assess non-traditional work opportunities. [08:32] Pre-pandemic there is significant demand for flexible working. [10:26] Annie finds strong interest in disrupting norms to resolve known work-related issues.  [11:05] Data is crucial to try and convince CEOs to align with and adopt new ways of working. [12:39] From 2016 to 2020, office culture peaks, with limited progress on workplace flexibility. [13:25] Research identifies common pain points including commuting, care-giving, and wellness. [14:20] Access to flexibility can address widespread pain felt by ambitious high-performers. [15:32] Pre-pandemic, technology disrupts consumer not working behaviors—resulting in insufficient will to change work practices. [16:16] Annie cowrites an article positing that a pandemic would force adoption of remote work. [20:05] The ease of transitioning to remote work during the pandemic proves the potential of existing technologies. [20:35] Employees are not surprised they could work well remotely—it’s a more human way to work. [21:10] Atlassian’s shift to distributed-first aligns with its business and the co-founders’ long-term expectations about work. [22:04] The modern culture of work at Atlassian focuses on reducing meetings, prioritizing core work, facilitated by asynchronous methods and AI-driven norms. [24:07] Atlassian's values are the backbone of how the company runs and inform how people treat each other. [25:50] Sharing research and vetted practices, Atlassian helps others update their culture of work. [27:22] Key shifts include new ways to connect, operate offices, design teams, and organize work. [28:35] Atlassian emphasizes intentional togetherness and a hospitality approach to office use. [29:00] Designing teams by time zones and capturing organic changes in daily work habits. [30:28] Modern culture of work practices emphasize effective meetings and prioritize core work. [30:50] Asynchronous methods and AI tools enable meeting rationalization and effective working. [32:04] IMMEDIATE ACTION TIP: Create conversations that prompt experimentation new ways of working are addictive. They feel good. People will adopt quickly because once they try, they get it. [33:54] Clear and effective business writing is vital in a distributed work environment. [35:35] The transition to tech-driven, distributed work is inevitable. [36:35] Resistance to using steel in construction mirrors current resistance to work changes. [38:22] Annie notices a technology gap for taking full advantage of modern work opportunities which easy-to-use AI can now fill. [39:40] Annie is optimistic about technology ena

    42 phút
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Giới Thiệu

Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.

Thông Tin

  • Nhà sáng tạo
    Sophie Wade
  • Năm hoạt động
    2020 - 2024
  • Tập
    129
  • Xếp hạng
    Sạch
  • Bản quyền
    © 2021 Transforming Work
  • Trang web chương trình
    Transforming Work with Sophie Wade

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