The world of work is changing. We are in the middle of critical evolutionary and paradigmatic transformations (Raich and Dolan, 2008; Eisler, Dolan, and Raich 2013), which are driven by three powerful forces: globalization, digitalization, and virtualization (Raich, Eisler and Dolan, 2014). Globalization is causing people to work midst paradoxical tensions that simultaneously are flattening and rounding, uniting and detaching, the connections between and across organizational ecosystems, stakeholders and resources. These developments will surely result in changes in how work is done, how companies operate, and how organizations as well as its leaders and managers relate to their employees. As these shifts unfold, they present not only an opportunity for companies not only to increase their sources of both competitive and cooperative advantage but also the potential risk of strategic implosion when the breadth, depth, and level of change, of informational and relational inputs simply overwhelms the human capacity to efficiently, effectively, and creatively function. New work principles, practices, and values are needed, today, in order for firms to develop the human, managerial, and organizational capabilities to flourish, if not survive, into the 22nd century.

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Dolan, Simon; Makarevich, Alex; Kawamura , Kristine Marin

Are you -and your company- prepared for the future of work in tomorrowland? Assessing your level of preparedness in 10 key domains

07/2015
The world of work is changing. We are in the middle of critical evolutionary and paradigmatic transformations (Raich and Dolan, 2008; Eisler, Dolan, and Raich 2013), which are driven by three powerful forces: globalization, digitalization, and virtualization (Raich, Eisler and Dolan, 2014). Globalization is causing people to work midst paradoxical tensions that simultaneously are flattening and rounding, uniting and detaching, the connections between and across organizational ecosystems, stakeholders and resources. These developments will surely result in changes in how work is done, how companies operate, and how organizations as well as its leaders and managers relate to their employees. As these shifts unfold, they present not only an opportunity for companies not only to increase their sources of both competitive and cooperative advantage but also the potential risk of strategic implosion when the breadth, depth, and level of change, of informational and relational inputs simply overwhelms the human capacity to efficiently, effectively, and creatively function. New work principles, practices, and values are needed, today, in order for firms to develop the human, managerial, and organizational capabilities to flourish, if not survive, into the 22nd century.
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Are you -and your company- prepared for the future of work in tomorrowland? Assessing your level of preparedness in 10 key domains
Dolan, Simon; Makarevich, Alex; Kawamura , Kristine Marin
The European Business Review
N July-August 2015, 07/2015, p. 4 - 12

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