A Strategic Approach to On-Demand Talent
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.
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.
The ongoing COVID-19 experiment in remote working is bringing substantial benefits to managers and employees alike. Here’s how to consolidate the gains.
Leaders should be managing remote working conditions amid the uncertainty of today and prepare for and optimize the hybrid working models of tomorrow.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
As a follow up to the Harvard Business Review article “Rethinking the On-Demand Workforce,” Harvard Business School’s Joseph Fuller and BCG’s Allison Bailey explain in this podcast how organizations can unlock value by strategically deploying digital talent platforms for highly skilled workers.
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.
Companies are spinning their wheels when it comes to building diversity in leadership. Why? Because they are not focusing on the root causes of the problem.
Like a CTO, the leader of an alpine climb must marshal all of his or her skills in program design, motivation, and contingency planning to tip the odds toward success.
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?
Three essential elements—head, heart, and hands—can help leaders keep their teams engaged and motivated through a time of uncertainty and radical change.
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.
