Category Archives: Chap 11 Jobs and people

Agile provides alternative career paths for frontline workers

Having recently written an Operations Insight about ING and blogged about agile teams, this blog from Paul McNamara emphasises an interesting outcome of this way of working. He argues that the most productive and talented frontline staff get promoted into … Continue reading

Posted in Chap 11 Jobs and people, Sector: Construction, Sector: Financial Services, Sector: I.T. & ecommerce | Tagged , | Leave a comment

Building a brand based on organisational cultural identity

A ‘new’ hotel chain has just been launched in the U.K. – the House of Thwaites.  From an OM perspective what is interesting about this is two things – the role of organisational culture and the service firm life cycle … Continue reading

Posted in Chap 03 Processes and life cycles, Chap 11 Jobs and people, Sector: Hospitality & Tourism | Tagged , , | Leave a comment

Changing an organisation’s culture is hard, but just about doable – maybe

Given that I have banged on about organisational culture and its importance ever since I started this blog, it seems I have ignored the topic for the last few months.  So this article, on the strategy-business website, rectifies this. I … Continue reading

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Future jobs – how many and what kind?

I’ve blogged about this before, but McKinsey Global Institute have recently published this authoritative article that explores the future of work.  It summarises their report, “Jobs lost, jobs gained: Workforce transitions in a time of automation“.  This considers different scenarios up … Continue reading

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21 jobs of the future

Take with a pinch of salt anyone who tells you that they know what will happen over the next ten years.  Having said that, here is one Dutch company’s forecast about new jobs that will be created as a result … Continue reading

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Biometrics and you

Mitrefinch have written a piece on the Manufacturers’ Monthly website promoting the use of biometrics for “time and attendance” management.  This means that employees “clock in”  and “clock out” for work, not using a punch card or swipe card, but … Continue reading

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Operations Insight: ING – how a bank became agile

Banks are not normally though of as being very flexible or agile.  But Dutch bank ING  decided to transform the way in which it works and model itself on so-called agile organisations such as Spotify, Google, Netflix and Zappos.  The … Continue reading

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Thinking about changing corporate culture in a different way – maybe?

This article on the Bain website is called “Culture’s Role in Corporate Transformation“.  But I draw it to your attention because it develops a pragmatic approach to managing culture (in as much as culture can ever be “managed”).  It proposes … Continue reading

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Flexible working and remote working are not the same thing

Saw this tweet from Citrix UK & Ireland today – “Despite today’s #technology, 1/3 of managers feel flexible working worsens employees’ productivity levels”.  My immediate reaction was that 1/3 of managers are not managing flexible working properly, because all the … Continue reading

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The world of work in 2030

Scenario planning originated in Shell as a result of the 1973 energy crisis.  Scenarios are developed by taking one or two major trends and extrapolating them into the future.  The idea is to devise a number of alternative scenarios, each … Continue reading

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