The Social Economics of Work and Productivity
The pandemic unleashed a global experiment in productivity and performance. Just as public health officials have much to learn from the crisis, so too do corporate executives.
The pandemic unleashed a global experiment in productivity and performance. Just as public health officials have much to learn from the crisis, so too do corporate executives.
Business leaders have the opportunity and imperative to intentionally design the future of work to unleash a new wave of productivity.
A systematic approach to postpandemic ways of working can capture the upsides of these models while mitigating the risks.
New research from BCG and Harvard Business School's Project on Managing the Future of Work suggests how companies can make the most of new talent models.
The COVID-19 crisis has opened a rare window of opportunity for companies to reinvent how they serve their customers and support their employees.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
Our latest edition delves into today’s most important talent trends—and what they mean for organizations looking to secure competitive advantage in the years ahead.
BCG’s Allison Bailey, Debbie Lovich, and Karalee Close shared their thoughts on the future of work at a recent Bloomberg Live event. They explained why leaders should take advantage of the current clean-sheet opportunity to broadly, intentionally, and boldly rethink what work is and how we do it.
Organizations can move out of their state of suspended animation and build a new compact based on trust with their employees.
The experience of work during a time of pandemic has revealed a hidden driver of organizational performance: relational productivity.
The crisis is changing the way we work at lightning speed. To survive and thrive in the years ahead, companies will have to adapt and respond—and get started immediately.
Effective people-centric solutions—in areas such as workforce flexibility, corporate purpose, and digital readiness—can play a big role in helping companies find their way through the crisis.
How to Care for Your Workforce in a Crisis
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
A joint study by BCG and the World Federation of People Management Associations, based on a global survey, focuses on three priority areas for HR action.
To take DEI to the next level, look beyond broad categories of race, gender, and sexual orientation to discover what truly shapes employees’ experiences at work.
A prospective CEO’s personal characteristics are critical to success in the role, but other considerations are crucial, too—and far more often overlooked.
In the heat of the pandemic, leaders instinctively made people their priority. As they move forward to transform, how do companies keep employees front and center?
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
An in-depth analysis of the US, Germany, and Australia shows how technology will disrupt labor markets by 2030—displacing millions of workers but creating new opportunities as well.
With problems intensified by COVID-19, companies are using digital platforms to hire gig workers ad hoc with the capabilities they require. Now is the time to get strategic.
The rapidly changing workplace presents an imperative—and an opportunity—for employees to reenergize their learning and capabilities.
To thrive in the post-pandemic economy, companies must make learning an integral part of their culture and operations.
A growing global skills mismatch offers tremendous opportunities for institutions and businesses to step up, upskilling and reskilling today’s workforce.
Countries must strive to achieve human-capital development that serves the economies of tomorrow.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
Digital might sometimes seem like an enemy in the workplace, but you can make it an ally as you build an enterprise-wide learning ecosystem.
When enterprises and employees agree to collaborate to develop and deploy digital skills, the workplace can be transformed, without repeating the mistakes of the Industrial Revolution.
