APPENDIX 1: SURVEY RESULTS

Our survey was carried out between June and October 2010 and was aimed atmanagers from organizations around the world. It was publicized to internationalalumni of Cass Business School in London and Henley Business School, and toother managers through the authors’ networks. There were 366 valid responsessubmitted online, two-thirds of which were from the business school alumni.

Fifty-one percent of the participants were British and 62 percent were workingin the UK. The other respondents represented 38 different nationalities working in40 countries. Of the participants, 61 percent were male and 39 percent female.

Experience Age

Years % Years %

<5 14 <31 46–10 30 31–40 47

11–15 22 41–50 3416–20 14 51–60 13

>20 20 >60 2

Results below are expressed as a percentage of total responses (due to roundingup, not all percentages add up to 100)

Organization Culture

(AA = definitely A: A = probably A: N = neither: B = probably B: BB = definitely B)

Current Organization Ideal Organization

AA A N B BB AA A N B BB

A = People seen as a disposableresource:B = People seen as a long-terminvestment

8 17 8 33 33 2 3 1 18 75

A = People status conscious,hierarchical:B = All people are equal

26 37 10 17 9 5 16 16 34 29

A = People are closely monitored:B = People take responsibility

8 16 13 41 22 2 4 4 30 60

A = Keep personal life separate:B = Work and personal lifeintertwined

15 34 12 27 11 16 26 19 27 13

157

158 Appendix 1: Survey results

Organization Culture

(AA = definitely A: A = probably A: N = neither: B = probably B: BB = definitely B)

Current Organization Ideal Organization

AA A N B BB AA A N B BB

A = Work is serious:B = Work is fun

19 31 19 23 8 6 11 14 35 35

A = People need to be directed:B = People are self-motivated

12 25 12 37 14 2 7 4 32 54

A = Bureaucratic, formal:B = Casual, informal

18 21 12 32 18 4 11 16 43 25

A = ‘Do what I tell you’:B = ‘Do the right thing’

9 17 10 36 28 1 3 4 30 61

A = Competitive (betweenemployees):B = Collaborative teamwork

9 15 12 37 27 1 6 6 32 55

A = Cut back on cost:B = Improve effectiveness/productivity

17 23 9 33 18 2 3 5 21 68

A = Short-term focus:B = Long-term focus

15 26 12 27 20 2 2 7 26 62

A = Low trust in employees:B = High trust in employees

7 18 14 35 25 1 2 3 18 75

A = Rigid:B = Flexible

8 23 13 37 19 2 3 5 30 60

A = Manager only appraisal:B = 360-degree appraisal

30 22 6 20 22 3 4 5 33 56

A = Individual performance pay:B = Team/Organization based pay

24 26 14 18 17 11 17 19 34 20

A = Multi-level hierarchy:B = Flat structure

38 27 4 19 12 6 20 16 38 20

A = Necessary information only:B = Open communications

16 26 10 31 16 2 6 4 31 57

A = Command and control:B = Enable and empower

14 24 10 36 17 2 3 2 27 65

A = Reward time/attendance:B = Reward outcomes/targets

5 12 13 38 32 1 3 1 19 76

A = Keep work in-house:B = Outsource where possible

15 31 21 22 11 9 23 32 23 13

A = Top-down decisions:B = Everyone has a vote

38 39 10 11 2 7 27 27 29 10

A = Managers decide:B = Teams decide

29 45 11 13 2 4 25 21 36 13

A = Follow precedent:B = Be creative

13 33 12 33 10 2 5 7 46 39

A = Multi-level sign-off;B = Freedom to act

32 33 10 18 7 3 11 13 45 27

A = Follow the rules:B = Question the rules

24 35 16 20 5 4 10 13 45 28

Appendix 1: Survey results 159

(SA = strongly agree: A = agree: N = neither: D = disagree: SD = strongly disagree)

SA A N D SD

Communication and influencing skills are essential for goodmanagement today

74 23 1 1 2

Good leadership is about empowering people 63 32 3 1 1

I judge my people by their output, not the number of hoursthey work

48 44 3 3 1

I believe people are more productive given autonomy overtheir working patterns

35 53 6 6 0

I can trust my people to work on their own 27 60 8 5 1

I believe new ways of working would benefit the business 32 52 10 5 1

I feel I have the right skills to manage a flexible/remote team 20 52 15 12 0

There will be a revolution in working practices in the nextdecade

28 38 18 14 2

More of my meetings could be held remotely/virtually using IT 16 46 12 22 5

I have never been trained to manage remote/flexibleemployees

18 42 13 19 9

I would like more freedom to let my people work flexibly 16 42 20 19 4

My organization is not adapting fast enough to new ways ofworking

20 36 14 26 4

I personally would like more control over where, when andhow I do my job

20 35 17 23 5

My organization encourages new ways of working 11 44 19 22 5

People often work flexibly without any formal agreement inmy organization

11 44 10 29 7

Many of our meetings are unnecessary 17 34 19 26 5

Senior managers think that the way they have always worked isthe right one

14 35 16 28 6

My organization does its best to improve the work–life balanceof its people

15 33 23 22 7

My organization effectively implements flexible workingarrangements

12 34 22 24 9

Remote workers are more difficult to manage 7 33 21 32 7

My organization rewards long hours and presence in theworkplace

9 23 24 31 12

Flexible working is largely seen as a ‘women’s issue’ in ourorganization

12 19 15 31 24

People who work remotely miss out on promotion 5 24 25 32 14

My role is to monitor my employees closely 3 24 16 43 14

We are losing talented people because of inflexible workingarrangements

10 16 20 39 15

We do not have the technology to enable effective remoteworking

6 17 7 41 29

Flexible working is a luxury in a recession 4 11 16 46 23

I need to see my people face-to-face to know they are working 3 11 15 46 24

People who work at home are poor team players 2 5 17 51 25

NOTES

1 Time for change

1. Interviews by author, October 2009 and January 2011.2. D. McGregor, The Human Side of Enterprise – Annotated Edition (McGraw-

Hill, 2006), p. 6.3. Government at a Glance 2009, OECD iLibrary.4. A. Wittenberg-Cox and A. Maitland, Why Women Mean Business (John Wiley

& Sons Ltd., 2009).5. E. Galinsky et al., Times Are Changing: Gender and Generation at Work and

at Home (Families and Work Institute, 2009).6. Working Better Report 2009 (Equality and Human Rights Commission),

pp. 10, 20; and M. Shriver, The Shriver Report: A Woman’s Nation ChangesEverything (Center for American Progress, 2009), pp. 162, 415, 442.

7. S. A. Hewlett et al., Bookend Generations: Leveraging Talent and FindingCommon Ground (Center for Work–Life Policy, New York, 2009).

8. Speech at Northeastern CEO breakfast, 12 November 2008, news@Northeastern.

9. K. Joyce et al., ‘Flexible working conditions and their effects on employeehealth and wellbeing’, Cochrane Database of Systematic Reviews, no. 2(2010), Art. No.: CD008009.

10. E. J. Hill et al., ‘Workplace flexibility, work hours, and work–life conflict:Finding an extra day or two’, Journal of Family Psychology, vol. 24, no. 3(June 2010): 349–358.

11. D. Pennel, ‘Change is the only thing that remains constant’, New Europe,no. 907, 17 October 2010.

12. R. Layard, Happiness: Lessons from a New Science (Penguin, 2006).13. City & Guilds Happiness Index, www.cityandguilds.com/24635.html.14. Employee Engagement Report 2011 (BlessingWhite Inc. Princeton, NJ).15. S. A. Hewlett et al., Bookend Generations: Leveraging Talent and Finding

Common Ground (Center for Work–Life Policy, New York, 2009).16. Health and Safety Executive Statistics 2009, www.hse.gov.uk/statistics/overall/

hssh0910.pdf.17. B. Pocock et al., How Much Should We Work? Working Hours, Holidays and

Working Life: The Participation Challenge, the Australian Work and Life Index2010 (Centre for Work + Life, University of South Australia, 2010).

160

Notes 161

18. A. Maitland, ‘When managers say: “Suit yourself” ’, Financial Times, 23December 2008.

19. Employee Engagement Report 2011 (BlessingWhite, Inc. Princeton, NJ).20. Interview with author, November 2010.21. Op-Ed article by C. Lagarde, International Herald Tribune, 10 May 2010.22. D. H. Pink, Drive: The Surprising Truth About What Motivates Us (Canongate

Books, 2010).23. OECD StatExtracts (OECD, February 2011).24. OECD Observer No 266 (OECD, March 2008).25. Presentation to Henley Knowledge Management Forum, February 2011, by

Anand Pillai, senior vice president and global head, Talent Transforma-tion, Intrapreneurship Development & EFCS Transformation Initiatives, HCLTechnologies Ltd.

2 How work has evolved

1. P. F. Drucker, ‘Managing Knowledge Means Managing Oneself’, Leader toLeader, vol. 16 (Spring 2000): 8–10.

2. G. Hamel, The Future of Management (Harvard Business School Press,2007).

3. Interview with author, December 2010.4. U. Hotopp, ‘Teleworking in the UK’, ONS Labour Market Trends, vol. 110,

no. 6, p. 311.5. Telework Trendlines 2009, A survey brief by WorldatWork commissioned from

The Dieringer Research Group.6. Crackberry is the 2006 Word of the Year (PRNewswire, 1 November 2006).7. Managing Tomorrow’s People – Where will you be in 2020? (PwC UK, 2010).8. A. Richman et al., Innovative Workplace Flexibility Options for Hourly

Workers (Corporate Voices for Working Families, 2009).9. Generation Y: Realising the Potential (A joint research paper by ACCA and

Mercer, July 2010).10. Working Life: Employee Attitudes and Engagement 2006 (CIPD).11. Maternity at Work: A review of National Legislation/International Labour

Office, Conditions of Work and Employment Programme Second edition(Geneva: ILO, 2010), p. 68.

12. Failing its Families: Lack of Paid Leave and Work–Family Supports in the US(Human Rights Watch, 23 February 2011).

13. Global Education Digest (UNESCO, 2009).14. E. Galinsky, K. Aumann, J. Bond, Times are Changing: Gender and Genera-

tion at Work and at Home (Families and Work Institute 2008 National Studyof the Changing Workforce).

162 Notes

15. Working Better, Meeting the Changing Needs of Families, Workers andEmployers in the 21st Century (Equality and Human Rights Commission,2009).

16. S. A. Hewlett et al., Bookend Generations: Leveraging Talent and FindingCommon Ground (Center for Work–Life Policy, 2009).

17. Working Better: The over 50s, the New Work Generation (Equality and HumanRights Commission, 2010).

18. G. Magnus, The Age of Aging, How Demographics are Changing the GlobalEconomy and Our World (John Wiley & Sons, 2009), p. xxii.

19. Being an agent FAQ, LiveOps website, March 2011.20. Interview with author, December 2010.21. Interview with author, October 2010.

3 Turning convention on its head

1. Apple Supplier Responsibility, 2011 Progress Report: http://images.apple.com/supplierresponsibility/pdf/Apple_SR_2011_Progress_Report.pdf.

2. K. Hille, ‘Chinese pay rises spur move to cheaper sites’, Financial Times(25 June 2010).

3. Name changed to protect identity.4. Chart adapted from Enter the Timelords: Transforming Work to Meet the

Future (Equal Opportunities Commission/Equality and Human Rights Com-mission, March 2008).

5. T. Harnish and K. Lister, Results Based Management (Telework ResearchNetwork, 2010).

6. C. Ressler and J. Thompson, Why Work Sucks and How to Fix It (Portfolio,2008).

7. Information provided by Ryan in response to authors’ request, July 2010.8. D. McGregor, The Human Side of Enterprise (McGraw-Hill, 1960).9. More information on W L Gore can be found in G. Hamel, The Future

of Management (Boston: The Harvard Business School Press, 2007),pp. 83–100.

10. G. Hamel, The Future of Management (Harvard Business Press, 2007).11. D. Pink, Drive: The Surprising Truth about What Motivates Us (Canongate,

2010), p. 73.12. R. Wooten et al., ‘A Joint US–UK Study of Home Telenursing’, Journal of

Telemedicine and Telecare, vol. 4, no. 1 (1998): 83–85.13. R. Semler, Maverick (Random House Business, 2001).14. The Happy Manifesto: 9 Steps to a Great Workplace, 5 November 2010,

http://www.happy.co.uk/the-happy-manifesto-9-steps-to-a-great-workplace/

Notes 163

4 Why it makes business sense

1. Speaking at the White House Workplace Flexibility Forum, 31 March 2010.2. Interview with author, August 2010.3. Case study in Working Better: A Managers’ Guide to Flexible Working

(Equality and Human Rights Commission, October 2009).4. A. Maitland, ‘When managers say: suit yourself’, Financial Times (22 Decem-

ber 2008).5. Data supplied by Chubb, 2008 and 2011.6. A New Way of Working, Insights from Global Leaders (IBM Institute for

Business Value, April 2010).7. Data provided by Cisco, August 2010.8. P. Thomson, Working at Home: The Productivity Tool of the Future (Telework

Association, February 2010).9. Microsoft 2010 US Remote Working Research Summary: National Survey

Findings.10. Interview with authors, August 2010.11. Flexible Working and Performance (Cranfield University School of Manage-

ment and Working Families, 2008).12. Interview with Gary Kildare, VP, Human Resources, IBM, June 2010, and

J. Caldow Working Outside the Box, A Study of the Growing Momentum inTelework (Institute for Electronic Government, IBM, 2009).

13. Interview with authors, March 2011.14. Swine flu briefing (Business continuity planning section), Institute of Direc-

tors, March 2010.15. M. Virtanen et al., ‘Overtime work and incident coronary heart disease: the

Whitehall II prospective cohort study’, European Heart Journal, vol. 31, no. 14(2010), pp. 1737–1744.

16. S. A. Hewlett and C. B. Luce, ‘Extreme Jobs: The Dangerous Allure of the70-Hour Workweek’, Harvard Business Review (December 2006). Also, S. A.Hewlett, ‘Extreme managers need protection’, Financial Times, 28 November2006.

17. J. Sundquist et al., ‘Psychosocial working conditions and self-reported long-term illness: a population-based study of Swedish-born and foreign-bornemployed persons’, Ethnicity & Health, vol. 8, no. 4 (2003): 307–317.

18. A. Tsutsumi et al., ‘Low Control at Work and the Risk of Suicide in JapaneseMen: A Prospective Cohort Study’, Psychotherapy and Psychosomatics,vol. 76, no. 3 (2007): 177–185.

19. Interview with author, June 2010.20. Interviews with author, July 2010 and February 2011.

164 Notes

21. Interview with authors, July 2010.22. Working Better: A Managers’ Guide to Flexible Working (Equality and Human

Rights Commission, 2009).23. Green: Empowering People to Heal the Planet (Cisco).24. Telework Research Network, June 2010, www.teleworkresearchnetwork.com.25. Broadband Services: Economic and Environmental Benefits (American Con-

sumer Institute, Center for Citizen Research, 2007).26. Lister, K. and Harnish, T., ‘The Shifting Nature of Work in the UK: Bottom

Line Benefits of Telework’ (Telework Research Network, February 2011).27. Interview with author, August 2010.

5 Leaders of the future

1. Interviews with author, January and September 2010.2. Interview with author, August 2010.3. Speaking at The Conference Board Diversity & Inclusion Conference,

Chicago, 13 May 2009.4. European Foundation for the Improvement of Living and Working Conditions,

Part-Time Work in Europe, European Company Survey 2009 (PublicationsOffice of the European Union, 2011), p. 26.

5. Equality and Human Rights Commission, Working Better: Meeting the Chang-ing Needs of Families, Workers and Employers in the 21st Century (EHRC,March 2009), p. 60.

6. H. Ibarra and O. Obodaru, ‘Women and the Vision Thing’, Harvard BusinessReview, vol. 87, no. 1, (January 2009) pp. 62–70.

7. ILM/MT, Index of Leadership Trust 2010 (Institute of Leadership and Man-agement, 2010), p. 11.

8. C. Mitchell and D. Learmond, Go Where There Be Dragons, LeadershipEssentials for 2020 and Beyond, Council Perspectives (The Conference Board,2010).

9. Interview with author, July 2010.10. Speaking at Out of Office conference, Opportunity Now, London, 22 June

2010.11. R. Fry and D’V. Cohn, New Economics of Marriage: The Rise of Wives (Pew

Research Center, 2010).12. Brookfield (formerly GMAC) 2010 Global Relocation Trends Survey.13. Interview with author, July 2010.14. Cited in: Equality and Human Rights Commission, Working Better: Meeting

the Changing Needs of Families, Workers and Employers in the 21st Century(EHRC, 2009), p. 67.

Notes 165

15. A. Maitland, ‘Calling time on hours’, Financial Times, 5 November 2008.16. Interview with author, September 2010.17. Interview with author, July 2010.

6 Changing workplaces

1. Speaking during a visit to the Netherlands office, January 2010, and insubsequent online and telephone interviews with author, October 2010.

2. Microsoft video: http://mediadl.microsoft.com/mediadl/www/n/netherlands/pers/Film_Sevil_Peach.wmv.

3. The Cisco Connected World Report (Cisco, 2010), http://newsroom.cisco.com/dlls/2010/ekits/ccwr_final.pdf.

4. Interview with author, November 2010.5. Interview with author, October 2010.6. Microsoft Continues its Redmond Headquarters Expansion on a Grand Scale

(Microsoft News Center, 12 November 2007).7. Interview by Janne Ryan for the Australian Broadcasting Corporation’s

By Design program, 16 September 2009.8. Office of Personnel Management, Status of Telework in the Federal Govern-

ment (OPM, 2009).9. S. Losey, ‘1 Million More Teleworkers: Can Agencies Turn New Legislation

into Reality?’, Federal Times (29 November 2010).10. Interview with author, December 2010.11. M. Dixon and P. Ross, Agility @ Work (Unwired Ventures Ltd., 2010), p. 14.12. A. Maitland, ‘No Space Wasted in the Velcro Workplace of the Future’,

Financial Times, 7 November 2008, and interview with author, January 2011.13. Interview with authors, July 2010.14. ‘Business Diary: Matt Brittin’, Financial Times, 27 September 2010.15. Interview with author, December 2010.

7 Culture is critical

1. V. Nayar, Employees First, Customers Second (Harvard Business Press, 2010),p. 169.

2. Women Matter 2: Female Leadership, a Competitive Edge for the Future(McKinsey & Co, 2008) and H. Ibarra and O. Obodaru, ‘Women and the VisionThing’, Harvard Business Review, vol. 87, no. 1. (January 2009), pp. 62–70.

3. A. Wittenberg-Cox and A. Maitland, Why Women Mean Business (Wiley,2009), pp. 2–3.

4. A. Maitland, ‘Workspace: The Other Gender’, The Conference Board Review,vol. XLVII, no. 1 (Winter 2010), pp. 68–69.

166 Notes

5. Interviews with author, June and September 2010.6. Interview with author, February 2011.7. Interview with authors, August 2010.8. Balancing Work and Family, A Practical Guide to Help Organizations Meet

the Global Workforce Challenge (HRD Press, 2010).9. Average usual weekly hours worked on the main job, 2009 (Organization for

Economic Cooperation and Development).10. Eurostat Labor Force Survey 2009, cited in Part-Time Work in Europe,

2009 (European Foundation for the Improvement of Living and WorkingConditions).

11. Interview with author, January 2011.12. Interview with author, January 2011.13. Working Better: Meeting the Changing Needs of Families, Workers and

Employers in the 21st Century (Equality and Human Rights Commission, UK,2009).

14. Statistics from The Netherlands Institute for Social Research.15. K. Tong-hyung, ‘Wireless Technologies to Allow Workers to Stay at Home’,

The Korea Times (20 July 2010).16. Average usual weekly hours worked on the main job, 2009, and OECD

estimates of labour productivity levels, 2009 (Organization for EconomicCooperation and Development).

17. A. Wittenberg-Cox and A. Maitland, Why Women Mean Business (Wiley,2009), pp. 193–200.

18. Employee Engagement Report 2011 (BlessingWhite Inc, 2011).19. Interview with author, January 2011.20. Interviews with author, November 2010.

8 How to break free of the old model

1. Speaking at the Linkage Inc. Women in Leadership Summit, 8 November2010, and interview with author.

2. Interview with authors, August 2010.3. A. Maitland, Working Better: A Managers’ Guide to Flexible Working

(Equality and Human Rights Commission, 2009) and interview with author,December 2010.

4. Interview with authors, July 2010.5. Interview with authors, March 2011.6. A. Maitland, Working Better: A Managers’ Guide to Flexible Working

(Equality and Human Rights Commission, 2009).7. A. Maitland, ‘Fathers & Daughters’, Management Today (November 2009).8. Interviews with author, June and September 2010.

Notes 167

9. Interview with authors, August 2010.10. P. Thomson, Tomorrow’s Leaders (City and Guilds, 2007).11. Interview with author, November 2010.

9 Putting it into practice

1. Interview with author, August, 2010.2. Interview with author, September 2010.3. Whistle – but Don’t Tweet – While You Work, Robert Half Technology (2009).4. Interview with authors, August 2010.5. Interview with authors, August 2010.6. Interview with author, August 2010.7. Interview with author, January 2011.8. Working Better: A Managers’ Guide to Flexible Working (Equality and Human

Rights Commission, 2009).9. Interview with author, October 2010.

10. Interview with author, June 2010.

10 Looking over the horizon

1. Worldwide Internet Usage and Commerce, 2009–20013 Forecast (IDC, 2009).2. Interview with authors, March 2011.3. How HR Can Save a Million Dollars or More (Human Capital Institute,

27 October 2009).4. Interview by email with author, December 2010.5. Interview with author, November 2010.6. ‘ “Smart work” could be key to green growth’, EurActiv Network, 28 February

2011.7. ‘Wireless technologies to allow workers to stay at home’, The Korea Times,

20 July 2010.8. D. Hunt, J. Manyika and J. Remes, McKinsey Global Institute, ‘Why US pro-

ductivity can grow without killing jobs: Private-sector innovation and the spreadof best practices can raise growth rates and spur employment’, McKinseyQuarterly, February 2011.

FURTHER READING

Benko, C. and Weisberg, A. (2007) Mass Career Customization, Harvard BusinessSchool Press.

Birkinshaw, J. (2010) Reinventing Management, John Wiley & Sons.Brake, T. (2009) Where in the World is My Team?, Jossey-Bass.Donkin, R. (2010) The Future of Work, Palgrave Macmillan.Drucker, P. F. (1999) Management Challenges for the 21st Century, Butterworth-

Heinemann.Hamel, G. (2007) The Future of Management, Harvard Business School Press.Handy, C. (2001) The Elephant and the Flea, Hutchinson.Heil, G., Bennis, W., Stephens, D. (2000) Douglas McGregor, Revisited, John

Wiley & Sons.Layard, R. (2006) Happiness: Lessons from a New Science, Penguin.Malone, T. W. (2004) The Future of Work, Harvard Business School Press.McGregor, D. (2006) The Human Side of Enterprise – Annotated Edition,

McGraw-Hill.Magnus, G. (2009) The Age of Aging, John Wiley & Sons.Nayar, V. (2010) Employees First, Customers Second, Harvard Business Press.Pink, D. H. (2010) Drive, Canongate Books.Ressler, C. and Thompson, J. (2008) Why Work Sucks and How to Fix It, Penguin

Group.Semler, R. (2001) Maverick, Random House Business.Semler, R. (2003) The Seven-Day Weekend, Arrow Books.Shirky, C. (2008) Here Comes Everybody, Penguin.Tapscott, D. (2009) Grown Up Digital, McGraw-Hill.Wittenberg-Cox, A. and Maitland, A. (2009) Why Women Mean Business, John

Wiley & Sons.Wittenberg-Cox, A. (2010) How Women Mean Business, John Wiley & Sons.

168

INDEX

absenteeism, 9, 52, 56, 57ACCA, 21accountability, 93activity-based working, 84Addleshaw Goddard, 71administrative staff, 63adults

treating people as, 12, 15, 45, 51,114, 143

ageing, 3, 28, 104Agency Workers Directive, 151agile working, 8, 29, 61, 89–90,

120–1Ainslie, Chris, 74Allenberg, Howard, 62Amazon, 150American Consumer Institute, 62Amplify Trading, 1, 30Andersen, Birgit Gylling, 26Anderson, Brad, 41Android, 149anytime anywhere work, 4, 47,

75, 79, 82, 89, 92,114, 127

Apple, 34Asia, 24, 28, 103, 107Australia, 3, 7, 30, 81, 84, 107autonomous working, 2, 6, 8, 46–8,

53, 69, 77, 126availability to clients, 63

baby boomers, 4, 6, 27, 28balance

life and work, 3, 20–2, 27, 63, 81,107, 125

bankers, 18Banks

investment, 5, 58Barclays Bank, 22

barriers, 44, 87, 104, 111, 135, 155communication, 153cultural, 103, 121

BDO, 49, 50, 58, 62–4, 65, 69–70, 134Been, Gonnie, 82, 91behavior change, 109Belgium, 105benefits

bottom line, 99, 156future work, 49, 51, 53, 142

Bennis, Warren, 43Best Buy, 40, 41, 116, 125, 139birth rate, 106BlackBerry, 20, 36, 71, 114BlessingWhite, 6, 10, 107Bonfield, Peter, 134bonus schemes, 40bottom line benefits, see benefitsboundaries

around work and personal time,120, 147, 152

Brazil, 6, 46, 47, 80, 99breakfast meetings, 119British Civil Service, 22British Foreign Office, 73British Library, 86Brittin, Matt, 61, 88, 116broadband, 19, 62, 106, 115brokers, 151Brooks, James, 60, 100Brouwer, Harry, 89, 90, 119BT, 55, 56, 61, 66, 74–6, 104, 112, 117,

131, 133, 134budget deficits, 5Burch, Monica, 70, 71burnout, 36, 135business

case, 14, 117–18, 123, 132–4continuity, 58, 117

169

170 Index

business – continuedgoals, 50, 51strategy, 40, 50, 77

business benefits, 9, 53, 95, 131, 133intangible, 52, 63measurement, 62tangible, 52, 62

Caldwell, Rhona, 131, 136California, 30, 65, 124, 142Cameron, Charlotte, 32carbon emissions, 61, 62carbon footprint, 61, 80, 120career

development, 24, 107flexibility, 120non-traditional, 68paths, 10, 16, 24progression, 47shape of, 152traditional, 10, 21, 124

career-life fit, 108, 109careers, 1, 6, 21, 24–5, 92, 104, 108,

152caregivers, 24, 53, 55, 112Carter, Tom, 73Cass Business School, 12, 95Cavanagh, Sarah, 103cell phones, 19, 27Center for Work-Life Policy, 59champion, 99, 118, 134, 135, 142change, 1, 8, 9, 11, 15, 19, 29, 98, 156

attitudes, 72cultural, see cultureprogram, 133, 136speed of, 153

Chapman, Bob, 109Chartered Institute of Personnel and

Development, 22China, 6, 28, 30, 34, 80, 103, 107, 147Chinchilla, Nuria, 104Chubb, 9, 49, 50, 58Cisco, 53, 60, 61, 80, 99, 100City & Guilds, 6City of London, 18, 70Civil Rights Act, 23Clock, 114, 115cloud computing, 9, 148–9

collaboration, 67, 84, 88, 89, 92, 99,100, 139, 144, 150

online, 81, 153command-and-control, see

managementcommitment, 66communication, 32, 44, 109, 121, 122,

139, 153constant, 69informal, 138open, 101virtual teams, 78

commuting, 40, 50, 54, 61, 86, 87,108, 126, 154, 155

companiesnew models of, 5

competitionglobal, 63

compressed hours, 35, 47, 100compressed weeks, 7, 29, 33The Conference Board, 68The Conference Board Review, 102conference calls, 143, 148congestion, 7, 87, 105, 106connectedness, 80contact centers, 55, 143, 150contingency planning, 58contingent workforce, 29, 149, 151,

153continuity, see businesscontractors, 31, 82, 149, 151contract, see employmentcontrol

management, see management,control

over work, 4, 14, 31, 39, 44, 46, 50,60, 94, 107, 130

Cordless Group, 87Corporate Voices for Working

Families, 21cost savings, 9, 49–53, 56–7, 62, 80,

84, 140Crackberry, 20Cranfield School of Management, 56creative economy, 8, 18creativity, 11, 13, 87–8, 95, 101, 106–7,

128, 156Credit Suisse, 68

Index 171

crisisfinancial, 5

cross-cultural teams, 143cross-generational shifts, 4crowdsourcing, 149culture

actual vs. ideal, 96change, 42, 72, 82, 85, 94, 109, 112,

114, 120, 124, 128, 134Europe, 83factory, 18flexible, 70global, 104, 143ideal, 95Japanese, 18long hours, 26, 29, 36, 37, 115management, 42, 48, 87national, 94, 102, 144, 153organizational, 10, 15, 42, 94–8,

100–1, 111, 153sensitivity, 103, 143status-conscious, 98US, 83see also Type A culture; Type B culture

customer demandresponding to, 55, 58, 72, 118

customer service, 9, 46, 50, 58, 60,117, 125, 134

dabble time, 44daddy day, 104, 105dashboard, 43Davidson, Carolyn, 73deadlines, 132delegation, 75, 96, 124Deloitte, 108, 109de Lucy, Will, 30demographics, 5, 71

see also trendsDenmark, 26, 104deployment, 149, 151development, see leadershipdisability, 53, 151diversity, 11, 29, 71, 102, 128, 135Dixon, Mark, 87Domestic & General, 28downturn, 151Drucker, Peter, 12, 16, 43, 45

dual-earning couples, 73Dutch, 1, 13, 30, 104–6, 149, 155

eBay, 27economic crisis, 9, 11, 56, 68, 101economy

low carbon, 84, 154Edelman, 87Eden, Liann, 31Eden McCallum, 31, 32E-enterprise, 29Egon Zehnder International, 10, 153e-lance, 31electronic media, 5emails

management of, 65, 127, 136, 143Emerson, Delta, 42employee

accountability, 85attraction, 105commitment, 10, 39, 69, 112, 119democracy, 47disengagement, 6, 22, 114, 156empowerment, 13, 43, 45, 46, 82,

85, 100–1, 130, 142, 148engagement, 6, 40, 59–61, 90, 103,

107, 114, 133initiative, 58, 89, 93, 111involvement, 50, 68morale, 19, 52, 62motivation, 5, 12, 34, 45, 50, 60,

136, 143performance, 10, 30, 52, 66, 72, 89relationships, 138retention, 19, 71, 74, 103, 108, 111satisfaction, 39, 46, 50, 75, 117, 133turnover, 9, 41, 42, 43, 56, 57, 60,

63, 125, 134, 135employment, 2, 7, 25, 141, 149, 150, 151

conditions of, 21contract, 29, 30, 39, 46, 141, 142, 152fair, 23hybrid models, 152legislation, 103, 142, 151, see also

legislationrights, 23, 31, 150security, 151, 152types, 152

172 Index

empowerment, see employeeengagement, see employeeentrepreneurship, 150environmental benefits, 5, 9, 52, 53,

61, 84, 154Equality and Human Rights

Commission, 25, 37Equal Opportunities Commission, 37Equal Pay Act, 23equal rights legislation, 22Erasmus University, 81Europe, 5, 6, 10, 13, 18, 24, 27, 28,

104, 107European Confederation of Private

Employment Agencies, 5European Union, 13, 66, 105, 151executive compensation, 16Exelon, 66extreme jobs, 60, 66, 121

Facebook, 2, 20, 131, 156face-to-face contact, 130, 136face time, 5, 18, 42, 49, 106, 112, 119,

120, 153fairness, 136Families and Work Institute, 25family, 3, 23–5, 33, 36, 71, 104–6, 119,

148Family and Medical Leave Act, 23fear of losing control, 90Fell, Stuart, 117Fester, Slade, 65, 69financial

institutions, 18sector, 5, 10, 18, 29services, 30

Finnegan, John D., 9FitzGerald, Niall, 119flexibility, 21, 26, 29, 33, 35, 60, 107,

151flexible hours, 36, 104flexible work arrangements, 33, 47,

51, 125flexible working, 4, 6, 8, 21, 35–6,

100, 107, 113, 128, 134flexicurity, 151flexi-time, 7, 29, 35Ford, Henry, 17

Fordism, 174G, 149Foxconn, 34France, 104, 105free agents, 30freedom

in work, 12, 42, 47, 101, 110, 114,127

freelance, 31, 149future work, 8, 15, 28–9, 39, 45, 48,

51, 102, 141, 143, 155Future Work Forum, 121

Gap, 41, 99, 117, 124, 125, 126, 127Gatrell, Dr Caroline, 25gender, 22, 23, 38, 67, 101, 102

balance, 68, 120diversity, see diversity

General Services Administration,54, 85

generations, 4, 16, 21, 27, 30, 67, 90,107, 110, 153

bookend, 27Generation X, 4, 27, 107Generation Y, 4, 6, 21, 27, 61, 107,

110, 120, 135, 152Gensler, 86Germany, 3, 28, 81, 103, 104, 105globalization, 5, 27, 149Google, 45, 61, 88, 99, 116, 148, 149Gore, Bill, 44Greece, 104green credentials, 154Gregory, Alison, 139groupthink, 11, 99growth, 155

Hamburg, 89Hamel, Gary, 8, 17, 18, 45Handy, Charles, 12, 45happiness, 6Happiness Index, 6Happy Computers, 6, 47Harnish, Tom, 40Harris Schwartz, Marcee, 50, 62,

128, 134HCL Technologies, 14, 94, 117health, 4, 52, 59, 134, 156

Index 173

Henley Business School, 12, 95, 121Hertfordshire County Council, 129Herzberg, Frederick, 12, 45Hewlett, Sylvia Ann, 27, 59hierarchy, 16, 17, 82, 83, 93, 99, 101,

112, 134, 153lack of, 5, 44position in, 23

Hinckley & Bosworth BoroughCouncil, 57

homeshoring, 55, 150home working, 19, 29, 35, 54, 56, 57,

59, 100, 103–6, 119, 129, 150, 154hot-desking, 100, 134HP, 28HR

function, 153policy, 24, 113, 128, 131role of, 133

HSBC, 107, 108, 137Human Capital Institute, 149human resources, 2, 6, 16, 29, 50, 143

see also HRHuman Rights Watch, 23hybrid arrangements, 130

IBM, 4, 51, 56, 60, 139, 143, 147IDC, 148IESE Business School, 104in between workspaces, 86independent contractor, 25India, 6, 27, 80, 103, 107, 108, 137,

147, 150individuals

treating people as, 119, 124, 136industrial age, 8, 16, 17, 27, 30, 47,

116, 154inertia, 98, 109, 112, 124influenza pandemics, 58information age, 5, 16Innocentive, 150innovation, 11, 20, 51, 61, 99, 148INSEAD, 67instant messaging, 59, 115, 126, 140,

144Institute of Leadership &

Management, 68international assignments, 73

International Center for Work andFamily, 104

Internet, 19, 20, 27, 29, 30, 33, 103,106, 148, 149, 150, 151, 156

inverted pyramid, 153iPad, 2, 36, 126, 149Italy, 3, 28, 104

Japan, 3, 28, 60, 84job

redesign, 60satisfaction, 107sharing, 7, 73, 74, 103

Johnson, Martha, 54, 85

Kemri Conservation, 108Kenya, 104Kidwai, Naina Lal, 108Kildare, Gary, 60, 143Kindle, 2knowledge retention, 52knowledge work, 9, 18, 19, 37, 39Kohli, Sanjiv, 57Korea Communications Commission,

154

laborlaws, 142market, 104, 142, 151shortages, 106

Lagarde, Christine, 11Laird, Fiona, 33Lancaster University Management

School, 25Latin America, 24, 104lattice organization, 108Laurence, Guy, 58, 90, 112, 116, 149,

155lawyers, 26, 71, 72

billing system, 72Layard, Richard, 6leadership, 10, 11, 14, 47, 67–9, 83,

99, 101, 118–19, 124, 134–5accountability, 134collaborative, 99combining life and, 66, 69, 76commitment, 135development, 82, 90, 119, 140

174 Index

leadership – continuedby example, 63, 82fresh approach, 11future, 74, 76gender-balanced, 101international, 77shared, 73skills, see skillsstyle, 82, 93, 101, 152

Lees, Carolyn, 141legislation, 23, 24, 102, 103, 105, 113,

128, 142equality, 24equal pay, 23flexible working, 24

Lenovo, 76life expectancy, 28LinkedIn, 5Lister, Kate, 40, 62LiveOps, 30, 31, 150, 152location

role of, 12, 79, 81location-independent working, 36,

120, 149long hours, 10, 15, 29, 34, 36, 37, 42,

59, 112, 132, 134see also culture

low birth rates, 104low carbon economy, see economyloyalty, 40, 52, 128, 152, 153

Macquarie Group, 81, 84, 87Magnus, George, 28management

attitude, 6, 81, 114, 131behavior, 95, 134, 135command-and-control, 2, 5, 17, 101control, 45, 82, 113cross-cultural, 124guidance, 129judgment, 136by objectives, 40by output, 82, 116, 132, 137, 139preparation, 109resistance, 85by results, 138role of, 43, 81, 129, 143, 153skills, see skills

style, 11, 94, 95, 102, 121training, 77, 85, 109, 122, 133, 136,

142writers, 12

Management Today, 68managers

concerns, 70, 137pay, 120

manufacturing, 9, 29, 34, 117Marmot, Alexi, 80, 84, 88Martin, Murray, 4, 65Maslow, Abraham, 6, 12, 45Mass Career Customization, 108maternity

benefits, 23leave, 23, 24

McGregor, Douglas, 2, 43, 45, 96McKesson, 110McKinsey Global Institute, 155measurement, see performanceMechanical Turk, 150meetings, 37, 42, 56, 78, 88, 91, 122,

137, 139–41, 154making best use of, 65, 70rules for, 83, 91, 92, 127, 139virtual, 83, 91, 137, 140, 141

men, 3, 13, 22–5, 38, 95, 101–2senior, 152

Mercer, 22Metal Assemblies, 117Meulenbeld, Bram, 1, 155micro-management, 122Microsoft, 54, 79–84, 91–2, 99middle managers, 86, 135, 143, 156mobile workers, 56, 57, 86, 143morale, see employeemotivation, see employeemultitasking, 127Mumbai, 107, 108, 109, 137myths

flexible working, 112

Nadim, Syd, 114, 115Nagel, Marilyn, 99National Health Service, 46natural disasters, 58Nayar, Vineet, 94, 117

Index 175

Netherlands, 1, 13, 79–84, 91, 104–6,119, 154

The Netherlands Institute for SocialResearch, 104

networked business, 29, 151new markets

expansion into, 9, 18, 34, 52, 62, 76,94, 134, 150

Newton, Karen, 68New Zealand, 107NHS Direct, 46Nigeria, 104nine day fortnight, 35North America, 6, 10, 24, 28, 103, 107Norway, 24

ObamaBarack, 3, 41, 49, 85Michelle, 3

objectivesneed for clear, 122

O’Brien, Damien, 10, 153occupancy costs, see officeoccupancy rates, see officeoccupations, 38OECD, 13, 106office

creativity, 88of the future, 92as a meeting place, 79, 86occupancy costs, 56, 62, 129occupancy rates, 82, 84personal, 89redesign, 85rents, 84serviced, 87space, 19, 50, 56, 62, 80, 82, 84, 105,

120, 129Office for National Statistics, 19Office of Personnel Management, 41offshoring, 142, 150online learning, 152open source, 150organization

ideal, 96lattice, 44

organizational culture, see culture

outcomesmeasurement of, 101, 108, 130, 139

outputmanagement, see managementmeasurement, 131rewarding, 34, 46, 115, 122, 125,

132overcoming resistance, 128

Pardey, David, 68parental leave, 23, 24parents, 24, 25, 106, 112Parker Follett, Mary, 68part-time work, 7, 29, 104paternity leave, 23Peach, Sevil, 80Pennel, Denis, 5pensions, 28People Force, 69performance

appraisal, 40improvement, 51, 52measurement of, 31, 89, 116, 120,

133pay for, 31, 116targets, 49

Permira, 141Persistent, 147Peters, Tom, 12, 45Philippines, 27, 103Phillips, Robert, 87Pillai, Anand, 14pilots

need for, 138Pink, Daniel, 12, 45pioneers, 69Pitney Bowes, 4, 65Pogue, Janet, 85Polman, Paul, 29practical steps, 128practices, 144presence at work, 66, 69, 82, 111, 112,

119presenteeism, 15, 35, 36, 103PricewaterhouseCoopers, 21principles for progress, 113production line, 17, 39, 112

176 Index

productivity, 7–9, 12, 23, 29, 35, 39,40, 52, 53–5, 63, 81, 95, 125, 135,155

program management, 133promotion, 74

quality of life, 148

Ramos Chaves, Isla, 76real estate, 9

cost savings, 62, 89recession, 155reciprocal mentoring, 135reduced hours, 33Regus, 87relocation, 129Remote-controllers, 38remote working, 33, 53, 59, 68, 130,

137managing, 69, 77overcoming isolation, 77

responsivenessto business needs, 126

Ressler, Cali, 40, 125results

measurement of, 40, 132, 152rewarding, 96

results-based working, 40, 42, 46,108, 141, 142, 150

Results-Only Work Environment,ROWE, 40–1, 116, 125–7, 139

retention, see employeeretirement, 3, 4, 28, 60reverse mentoring, 135revolution in working practices, 12,

32, 95, 99, 148reward, 5, 6, 10, 27, 34

fair, 21outcomes, 101for time, 116see also output

Richardson, Ben, 25Rinsema, Theo, 79, 81–3, 90, 118Robertson, Elizabeth, 72Robinson, David, 129Ross, Philip, 87Rowe, John, 66

rulesfuture work, 11, 42, 90, 91, 114,

124, 127, 136Ryan, 42, 43, 48

sabbaticals, 151Sainsbury’s, 49, 50, 130, 131, 136sales

increase in, 50savings, see cost savingsSchnabel, Paul, 104Second Life, 5self-direction, 45, 61self-employment, 2, 5, 13, 30, 45, 46,

86, 141, 151–2self-management, 16, 52, 132self-motivated, 2, 13, 43, 44, 48, 95,

101, 147self-rostered, 37Semco, 6, 46, 47, 48, 99Semler, Ricardo, 46, 47senior jobs

flexibility and, 667causes, 149Severson, Eric, 125, 126, 127sex discrimination, 23shifts, 37, 118, 130

40-minute, 55split, 55swapping, 126

Shift-shapers, 38Shriver Report, 3sick leave, 54Singh, Mayur, 108Singh, Ziggie, 50Sirius, 26skills

individual, 152leadership, 10, 66, 77, 78, 122learning new, 152management, 13, 22, 31,

52, 67, 109, 113, 121–4,127, 144

people, 143retaining, 5, 6, 151updating, 152

Skype, 1, 20, 100smartphone, 19, 36

Index 177

smart work, 8, 106centers, 106, 154

Smith, Larry, 147social

attitudes, 16, 102benefits, 53change, 21cohesion, 79contract, 5groups, 81media, 20, 131, 135, 156trends, 26

socio-economic benefits, 151South Korea, 13, 106, 154space, see officestaggered hours, 29stakeholders, 123status, 83, 93, 153

and hierarchy, 153redefining, 83

Stewart, Henry, 47Strahorn, Kate, 85strategy, 29, 106, 128, 134

see also businessstress, 7, 10, 33, 34, 40, 59, 155survey results, 12, 94, 101, 106, 122,

148, 157–9sustainability, 86, 89, 92, 154, 155Sweden, 24, 60, 104

talent, 6, 29, 71, 107management, 102recruitment, 30, 51, 63, 89retention, 5, 63, 152

targets, 16, 40, 101, 132task analysis, 130Taylor, Frederick, 17team

building, 138spirit, 138virtual, see virtualworking, 102, 108, 130, 131, 139, 144

technology, 9, 16, 19–21, 76, 100, 106,131, 141, 148–9

always on, 114, 144as enabler, 87, 114mobile, 36, 112, 135sector, 87

telecommuting, 50, 53, 62, 63, 104, 108telemedicine, 46telepresence, 141telework, 19, 49, 54, 85, 99, 108

legislation, 85return on investment, 54

Telework Research Network, 61, 62Terheyden, Laura, 110term time working, 7, 100Thailand, 87Theory X, 2, 43, 44, 48, 96Theory Y, 2, 43, 44, 45, 48, 96third spaces, 86, 92Thomas, Mark, 59Thompson, Jody, 40, 125Thomson Reuters, 1033G, 19, 76time

control over, 125disconnecting work and, 84, 110saving, 84, 124

Timelords, 38, 39Time-stretchers, 38top

starting at the, 124, 134touchdown zone, 57training, see managementtransformation of work, 155, 156travel, 120treating people as individuals, see

individualstrends

demographic, 26, 32trust, 6, 32, 42, 68, 82, 85, 90, 101,

110, 111, 114–15, 122, 129–31culture of, 13, 51, 101

TRUST principles, 113, 122–3, 124,129, 144

and management skills, 123management skills and practices,

146turnover, see employeeTwitter, 2, 5, 20, 131, 156Type A culture, 96–102, 107Type B culture, 96–102, 106, 107, 153

UK, 81, 84, 106UK Telework Association, 54

178 Index

Unesco, 24Unilever, 29, 33, 81, 89, 90, 103,

120–1, 141unions, 17, 104University College London, 80Upadhyay, Nikunj, 107, 137USA, 27, 30US federal government, 41, 49, 81, 85US Telework Exchange, 54

values, 10, 21, 26, 48, 95, 96, 101, 128,135

van de Krol, Ronald, 105van der Linden, Martijn, 1, 154videoconferencing, 81, 115, 140, 141,

154virtual

business, 59call center, 30, 150corporation, 29meetings, see meetingspresence, 140teams, 124, 142, 143

Vodafone, 37, 58, 81, 90, 112, 116,149, 155

voicemail, 83, 139

Waters, Caroline, 55, 56, 66, 103, 112,121, 131, 133, 134, 151

Web 2.0, 150Webb, Maynard, 31, 150, 152Weisbaum, Jack, 63, 134Welch, Jack, 17WiFi, 86, 149Wikinomics, 150Wikipedia, 131, 150Windows, 149

W L Gore and Associates, 44, 48, 99women, 3, 11, 13, 16, 21–7, 38, 95,

101–2, 106, 152graduates, 71, 73leadership, 67, 101, 120leadership strengths, 68senior, 152

Word Association, 59work

contract, 29control over, see controlhubs, 86, 154patterns, 2, 11, 24, 36, 117, 128,

138, 142worker protection, 151workforce

composition of, 3Working Families, 25, 56working hours, 26, 46, 47, 104, 106,

114, 130working life

extension of, 3working patterns, 21, 49, 54, 66, 70,

95, 130Working Time Directive, 13work-life balance, see balancework-life conflict, 25work-life integration, 53, 82works councils, 104world population, 28World Wide Web, 19Wyatt, Helen, 103, 120, 141

YouTube, 20

Zambia, 73