This pioneering edited collection explores the question of how organizations manage the future. Moving away from traditional research which focuses on the past, the editors problematize the future as an inherent but under-examined part of organizing. Arguing that the future acts as both a driver of and a performative result of organizing, the book asks how organizations conceptualize and deal with the future and what processes are in place to handle things to come. With empirical research examining the practices, discourses and concepts that play key roles, organizations and their approaches are scrutinized. A timely compendium of theoretical discussion and practical implications on the relevance of the future, this book is essential reading for those interested in organization, sociology and management studies.

What do companies like Walt Disney, Apple and Google have in common? How did Apple go from near bankruptcy to becoming the richest company in the world in just fourteen years? How is the nascent success of Airbnb rewiring Marriott's business model? Is Uber showing us the blueprint of future business? How do the distributed and dynamic capability models powering these businesses distinguish them from traditional competitors? Dynamic Capability Management provides the road map for proactive disruption. It helps modern businesses deal with volatility, rapid growth and new skills in a much smarter manner. This ground-breaking book explains why Dynamic Capability Management is the way to go for the future-ready organization. It demonstrates how traditional management practices are evolving to meet the needs of a blended workforce. It shatters conventional organizational structures, provides a robust new talent framework and presents a practical blueprint to make any business truly future-ready.

Throughout the history of business employees had to adapt to managers and managers had to adapt to organizations. In the future this is reversed with managers and organizations adapting to employees. This means that in order to succeed and thrive organizations must rethink and challenge everything they know about work. The demographics of employees are changing and so are employee expectations, values, attitudes, and styles of working. Conventional management models must be replaced with leadership approaches adapted to the future employee. Organizations must also rethink their traditional structure, how they empower employees, and what they need to do to remain competitive in a rapidly changing world. This is a book about how employees of the future will work, how managers will lead, and what organizations of the future will look like. The Future of Work will help you: Stay ahead of the competition Create better leaders Tap into the freelancer economy Attract and retain top talent Rethink management Structure effective teams Embrace flexible work environments Adapt to the changing workforce Build the organization of the future And more The book features uncommon examples and easy to understand concepts which will challenge and inspire you to work differently.

"The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories."--Page [4] of cover.

Accelerated by the COVID-19 pandemic, the world of work has undergone a lasting transformation. Individuals, organizations and institutions are seeking the right balance of workspace opportunities. Workers want to know how remote work can fit into their lives, and how the office can meet their needs. In The Workplace You Need Now: Shaping Spaces for the Future of Work, work environment executives and experts Dr. Sanjay Rishi, Benjamin Breslau and Peter Miscovich deliver a practical framework for how to plan, invest in and create effective digital/physical hybrid workplaces that are beginning to define the world of work. The book explores paths to creating new workplaces that drive the four C's of value: culture, collaboration, creativity, and community. It walks you through the design of custom, flexible, digitally integrated workplaces that manifest new ways of working, and attract tomorrow's top talent. You'll discover the personalized, responsible, and experiential workplace that individuals and organizations alike seek to encourage human interaction, and fuel creativity and growth. You’ll learn the path to the purposeful, resilient workplace that incorporates the emerging imperatives of health, wellness and environmental sustainability. Rich with examples from leading organizations from across the globe, The Workplace You Need Now is an indispensable resource for individuals, as well as businesses of all shapes and sizes trying to find the right solution that works for them right now.

Have you ever wondered why even large companies fail when faced with changes in their environment? Would you be surprised to learn that the average life expectancy of a Fortune 500 company is below 50 years? This book presents findings from 19 case studies in multinational companies such as Siemens, Volkwagen, General Electric, Philips and Deutsche Telekom. René Rohrbeck proposes a Maturity Model to assess how prepared a company is to respond to external (disruptive) change. He uses data from 107 interviews with board members, corporate strategists, innovation managers, and corporate foresight professionals to present and discuss best practices. Using illustrations to show the complex interaction of corporate foresight with other units such as innovation and strategic management, René Rohrbeck provides the reader with rich insights on how to make an organization agile and reactive towards change. For scholars this book proposes multiple hypotheses and frameworks for future research.

Insights from organizations that are navigating the novel challenges of the digital workplace. How can technology and analytics help companies manage people? Why do teams working remotely still need leaders? When should organizations use digital assessment tools for gauging talent and potential? This book from MIT Sloan Management Review answers questions managers are only beginning to ask, presenting insights and stories from organizations navigating the novel challenges of the digital workplace. Experts from business and academia describe what's worked, what's failed, and what they've learned in the new world of work. They look at strategies that organizations use to help managers and employees adapt to the fast-changing digital environment, from the benefits of wool-gathering to the use of anonymous chats; examine digital tools for collaboration, including interactive spreadsheets and analytics that increase transparency; and discuss such “big-picture” trends as expanded notions of value and new frontiers in upskilling. A detailed case study, produced by MIT Sloan Management Review in collaboration with McKinsey & Company, explores how IBM reimagined talent and performance management with the goal of increasing employee engagement. Contributors Steve Berez, Ethan Bernstein, Josh Bersin, Matthew Bidwell, Ryan Bonnici, Tomas Chamorro-Premuzic, Rob Cross, Chris DeBrusk, Federica De Stefano, Thomas H. Davenport, Angela Duckworth, Ken Favaro, Lynda Gratton, Peter Gray, Lindred Greer, John Hagel III, Manish Jhunjhunwala, David Kiron, Frieda Klotz,, David Lazer, Massimo Magni, Likoebe Maruping, Kelly Monahan, Will Poindexter, Reb Rebele, Adam Roseman, Michael Schrage, Jeff Schwartz, Jesse Shore, Brian SolisBarbara Spindel, Anna A. Tavis, Adam Waytz,, David Waller, Maggie Wooll

Rapidly growing technology and globalization have put tremendous pressure on management teams. Technological developments with far reaching implications on social, economic, political, and environmental ecosystems cannot be underemphasized. Currently, organizations are trying to be more inclusive and aware of diversity, rapid technology growth, and globalization along with remotely operating businesses for profit motivation. The delegative and individual employee-based management styles of the past have become obsolete. With globalization, virtual offices, and rapid technology growth, management challenges have become an expensive force to reckon with. In this book, the authors address the recent trends in management in global environments. The authors explore issues such as managing virtual teams, gender and management, e-commerce, biased financing, quantum computing, and disruption in the financial services industry. The book will serve as a valuable resource to researchers interested in the future management challenges facing global organizations.

Description of the foundations of organizing and managing diversities, and multidisciplinary, intersectional and critical analyses on key issues.

How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader’s innovation tool kit with a simple and proven method for allocating the organization’s energy, time, and resources—in balanced measure—across what he calls “the three boxes”: • Box 1: The present—Manage the core business at peak profitability • Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation • Box 3: The future—Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples—GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.