Foreword |
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xi | |
Acknowledgements |
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xiv | |
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1 | (14) |
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The fourth industrial revolution |
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1 | (2) |
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It is not just about technology |
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3 | (1) |
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4 | (1) |
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Managing in an increasingly uncertain world |
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5 | (3) |
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Known knowns - what we need to be addressing |
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8 | (1) |
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Some of the known unknowns - looking ahead |
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9 | (2) |
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Guiding principles for the future |
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11 | (2) |
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A collective and collaborative effort - time to step up |
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13 | (1) |
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14 | (1) |
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02 Economics and the economy |
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15 | (30) |
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A time of creative destruction and what crises teach us |
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16 | (3) |
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The longest bull market in history |
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19 | (2) |
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Short-termism and the profit motive |
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21 | (2) |
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Lack of investment in the future |
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23 | (1) |
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The real nature of our economies today |
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24 | (3) |
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Large, medium, small and micro enterprises |
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27 | (3) |
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How models of employment are changing |
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30 | (1) |
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30 | (2) |
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Employment and unemployment |
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32 | (3) |
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How ways of working are changing |
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35 | (1) |
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Understanding productivity |
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36 | (3) |
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The UK productivity puzzle |
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39 | (2) |
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41 | (1) |
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42 | (3) |
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03 Globalization and geopolitics |
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45 | (24) |
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Eras of industrialization from the past to the present |
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47 | (3) |
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The evolution of globalization |
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50 | (3) |
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From a bipolar world to a multipolar world |
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53 | (2) |
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Where is globalization headed now? |
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55 | (3) |
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How global interconnection helps standards of practice |
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58 | (2) |
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60 | (1) |
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Era-defining changes - accelerated by the pandemic |
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61 | (3) |
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Tribalism and individual politics |
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64 | (2) |
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66 | (1) |
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67 | (2) |
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04 Social and demographic change |
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69 | (32) |
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A growing crisis of trust |
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70 | (4) |
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Going beyond virtue signalling - from words to action |
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74 | (1) |
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Trust what you know - importance of evidence and transparency |
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75 | (1) |
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Increasing inequalities undermining trust and impacting social cohesion |
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76 | (3) |
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The economics of inequality |
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79 | (1) |
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Government actions and policy interventions |
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80 | (2) |
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82 | (3) |
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85 | (1) |
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The impact of demographic trends |
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86 | (3) |
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Migration rates and ethnic diversity |
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89 | (2) |
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The rise of the new generations - the 5G workforce |
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91 | (4) |
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Rising intergenerational tensions? |
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95 | (2) |
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97 | (1) |
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97 | (4) |
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05 Technology: Automation, Al and beyond |
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101 | (24) |
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Technology powering the fourth industrial revolution |
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102 | (2) |
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A new era driven by data and artificial intelligence |
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104 | (2) |
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How new technologies are impacting organizations and business models |
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106 | (2) |
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Are robots coming after our jobs? |
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108 | (2) |
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Technology improving people's performance at work |
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110 | (2) |
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Virtual reality vs real life |
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112 | (2) |
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Social media - from word of mouth to world of mouth |
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114 | (2) |
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Looking further out - Utopia or dystopia |
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116 | (4) |
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120 | (2) |
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122 | (1) |
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122 | (3) |
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06 Education and learning |
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125 | (37) |
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Understanding skills gaps and the imperative for change |
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126 | (3) |
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What skills are really needed for the future |
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129 | (4) |
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Digital and technology skills |
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133 | (1) |
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Will our systems of education meet the needs of the changing world of work? |
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134 | (4) |
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The rise and rise of higher education |
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138 | (2) |
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The payback for degree-level education - the need for a balanced debate |
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140 | (2) |
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Alternative educational routes - vocational education and training |
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142 | (4) |
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Do we have too many types of qualification? |
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146 | (1) |
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The case for strengthening non-degree post-secondary education and learning through the FE sector |
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147 | (1) |
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New models for education - the disruptors |
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148 | (2) |
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150 | (2) |
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Corporate investments in skills development |
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152 | (2) |
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Understanding the value of learning and training |
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154 | (3) |
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157 | (1) |
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158 | (4) |
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07 Focusing on the right things |
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162 | (35) |
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What gets measured gets done |
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163 | (1) |
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164 | (2) |
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Life satisfaction, purpose and wellbeing |
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166 | (2) |
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Gross National Happiness - is it for real? |
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168 | (2) |
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170 | (3) |
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Acknowledging business responsibilities to all stakeholders |
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173 | (2) |
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Towards broader corporate reporting and governance |
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175 | (2) |
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Progress and changes in corporate regulation and standards |
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177 | (3) |
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Importance and challenge of measuring people |
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180 | (2) |
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Regulatory approaches to reporting on people |
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182 | (2) |
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Improving diversity and opportunity - does regulatory reporting work? |
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184 | (2) |
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Representation of men and ethnic minorities at senior levels |
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186 | (3) |
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189 | (2) |
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Top executive pay and reward - is this part of the problem? |
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191 | (2) |
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193 | (1) |
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194 | (3) |
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08 Building responsible business |
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197 | (25) |
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Framing corporate responsibility and intent through purpose |
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198 | (4) |
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Why are values important? |
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202 | (2) |
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CSR - doing well by doing good |
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204 | (5) |
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209 | (1) |
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Inclusion and diversity as drivers of good business |
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210 | (1) |
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211 | (2) |
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The importance of listening and speak-up cultures |
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213 | (2) |
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Good corporate governance |
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215 | (3) |
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Board constitution and diversity |
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218 | (1) |
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219 | (1) |
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220 | (2) |
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09 Leadership for the future |
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222 | (30) |
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What is leadership - is it different from management? |
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224 | (1) |
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A brief history of leadership models - are they helpful? |
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225 | (2) |
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What and how we learn from crises |
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227 | (4) |
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What we must take forwards from here - the mindsets and capabilities leaders will really need |
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231 | (2) |
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Importance of evidence and measuring the right things |
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233 | (2) |
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Key metrics and the balanced scorecard |
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235 | (2) |
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Leading from principles - a 21st-century model of compassion and safety |
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237 | (1) |
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Developmental models of leadership - navigating the uncertain and thinking systemically |
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238 | (4) |
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Building leadership capabilities |
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242 | (2) |
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Talking it through - open leadership |
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244 | (2) |
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Judgements and ethical decision-making |
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246 | (2) |
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248 | (1) |
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249 | (3) |
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10 People strategy at the heart of business strategy |
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252 | (24) |
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People and organizational strategy, and HR |
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253 | (2) |
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People and organization strategy versus HR strategy |
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255 | (2) |
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Core competencies and strategic workforce planning |
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257 | (2) |
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Talent sourcing and recruitment - diversity |
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259 | (2) |
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What the pandemic has changed in talent sourcing and recruitment |
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261 | (1) |
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Starting recruitment with the young - working with education |
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262 | (2) |
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Borrowing talent and skills |
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264 | (2) |
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Crowdsourcing talent and skills |
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266 | (1) |
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Acquiring capabilities through M&A |
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267 | (1) |
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Productivity and performance |
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268 | (2) |
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Optimizing the organization |
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270 | (2) |
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Voice and empowerment as organizing principles |
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272 | (2) |
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274 | (1) |
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274 | (2) |
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276 | (38) |
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Our working lives and what is important as good work |
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277 | (1) |
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278 | (1) |
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Engagement as a way of understanding good work |
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279 | (2) |
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Understanding the drivers of engagement |
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281 | (3) |
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Giving people voice in the workplace |
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284 | (2) |
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Seeing engagement in a wider context |
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286 | (1) |
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What have been the trends in engagement? |
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287 | (3) |
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The principles of job quality and movement towards good work |
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290 | (4) |
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Surveying job quality and working lives in the UK |
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294 | (1) |
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295 | (2) |
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297 | (2) |
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Humans working together with automation |
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299 | (1) |
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The issues of bias - keeping our values and ethics front and centre |
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300 | (2) |
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The opportunity of flexible working |
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302 | (4) |
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Giving people more choice - unlimited holidays |
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306 | (1) |
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307 | (2) |
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309 | (1) |
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310 | (1) |
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311 | (3) |
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12 The agile learning organization |
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314 | (20) |
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Becoming an agile learning organization |
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315 | (4) |
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Importance of a learning philosophy and vision |
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319 | (1) |
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Methods of learning and how they are changing |
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320 | (2) |
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Evolving learning effectiveness through evidence and the next generations of digital learning |
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322 | (1) |
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The evolution of learning technologies |
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323 | (2) |
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The outcomes of learning and how should they be measured |
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325 | (3) |
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Making training and learning inclusive |
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328 | (2) |
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Implications for corporate learning and development functions |
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330 | (2) |
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332 | (1) |
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333 | (1) |
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13 Wellbeing as an outcome |
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334 | (24) |
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What actually is wellbeing? |
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335 | (2) |
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The drivers of wellbeing in the workplace |
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337 | (2) |
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Physical safety and wellbeing and the outcomes of the pandemic |
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339 | (1) |
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The importance of understanding stress |
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340 | (2) |
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The growing mental wellbeing challenge |
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342 | (2) |
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Impact of crises on mental health and wellbeing - the long shadow |
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344 | (1) |
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Managing stress and supporting wellbeing in the workplace |
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345 | (3) |
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Improving mental wellbeing through work |
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348 | (1) |
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348 | (1) |
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Financial wellbeing and the issue of in-work poverty |
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349 | (3) |
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How organizations can support the financial wellbeing of their people |
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352 | (2) |
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A broader understanding of wellbeing in an online world |
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354 | (1) |
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355 | (1) |
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355 | (3) |
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14 #WTF: What's the future? |
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358 | (17) |
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359 | (1) |
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How do people view the future of work? |
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360 | (2) |
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Principles, evidence and outcomes |
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362 | (3) |
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365 | (2) |
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Common themes from scenario planning |
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367 | (2) |
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Different forms of our economies for the future |
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369 | (1) |
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Some reasonable hopes and expectations for the future of work |
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370 | (3) |
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What work should really mean to us |
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373 | (1) |
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374 | (1) |
Index |
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375 | |