A manager's guide to the new world of work : the most effective strategies for managing people, teams, and organizations / MIT Sloan Management Review.

Includes bibliographical references and index.

Series Foreword
Introduction: Managing Today for the Future
I Managing People
1 Train Your People to Think in Code
2 Leisure Is Our Killer App
3 Self-Reports Spur Self-Reflection
4 Career Management Isn't Just the Employee's Job
5 Can We Really Test People for Potential?
6 Does AI-Flavored Feedback Require a Human Touch?
7 What Managers Can Gain from Anonymous Chats
8 Are Your Employees Driven to Digital Distraction?
II Managing Teams
9 Get Things Done with Smaller Teams
10 Why Teams Still Need Leaders 11 Why Teams Should Record Individual Expectations
12 Collaborate Smarter, Not Harder
13 Improving the Rhythm of Your Collaboration
III Managing Organizations
14 Reframing the Future of Work
15 It's Time to Rethink the IT Talent Model
16 New Ways to Gauge Talent and Potential
17 Pioneering Approaches to Re-skilling and Upskilling
18 How Managers Can Best Support a Gig Workforce
19 Unleashing Innovation with Collaboration Platforms
IV Case Study
20 Rebooting Work for a Digital Era: How IBM Reimagined Talent and Performance Management Commentary: HR Transformation as the Engine for Business Renewal
Contributors
Notes
Index

Insights from organizations that are navigating the novel challenges of the digital workplace. How can technology and analytics help companies manage people? Why do teams working remotely still need leaders? When should organizations use digital assessment tools for gauging talent and potential? This book from MIT Sloan Management Review answers questions managers are only beginning to ask, presenting insights and stories from organizations navigating the novel challenges of the digital workplace. Experts from business and academia describe what's worked, what's failed, and what they've learned in the new world of work. They look at strategies that organizations use to help managers and employees adapt to the fast-changing digital environment, from the benefits of wool-gathering to the use of anonymous chats; examine digital tools for collaboration, including interactive spreadsheets and analytics that increase transparency; and discuss such big-picture trends as expanded notions of value and new frontiers in upskilling. A detailed case study, produced by MIT Sloan Management Review in collaboration with McKinsey & Company, explores how IBM reimagined talent and performance management with the goal of increasing employee engagement. ContributorsSteve Berez, Ethan Bernstein, Josh Bersin, Matthew Bidwell, Ryan Bonnici, Tomas Chamorro-Premuzic, Rob Cross, Chris DeBrusk, Federica De Stefano, Thomas H. Davenport, Angela Duckworth, Ken Favaro, Lynda Gratton, Peter Gray, Lindred Greer, John Hagel III, Manish Jhunjhunwala, David Kiron, Frieda Klotz, David Lazer, Massimo Magni, Likoebe Maruping, Kelly Monahan, Will Poindexter, Reb Rebele, Adam Roseman, Michael Schrage, Jeff Schwartz, Jesse Shore, Brian SolisBarbara Spindel, Anna A. Tavis, Adam Waytz, David Waller, Maggie Wooll Provided by publisher.