Work 2.0: Rewriting The Contract
by By Jensen, Bill
Category: Business & Economics , Management Science

Throw out the old playbook; the rules of the workplace are changing-and the push is coming from below. In Work 2.0, best-selling author Bill Jensen delivers a powerful and practical guide for managers and other leaders to make sense of the new covenant that is evolving between individuals and the organizations for which they work.Based on hundreds of interviews with managers, entrepreneurs, and front-line employees, Work 2.0 captures the pulse and the power of the people who are changing the workplace by raising their expectations of what it will offer to them. Work 2.0 introduces us to Belgian "work simplifiers," the CEO of Chicago's Field Museum of Natural History, Cisco's rule-breaking head of eLearning, the founder of Google, and many other pioneers who are creating workplaces that operate from the employee's point of view. They are meeting the needs of a new workforce, who want to be exceptionally productive, intellectually stimulated, and highly valued. In short, these new workers are demanding a maximum return on their investment in the company. Work 2.0 is guaranteed to change forever the way you think about workers, the workplace, and the very nature of work. In Work 2.0 Jensen reveals how: Productivity gets personal Most likely, your company still thinks about productivity in terms of producing more at less cost. Your employees believe that it's about how efficiently and effectively your company helps them get stuff done. They want more control over their own destiny, and your company is a tool to help them succeed. Working capital will be spent differently The workforce knows that your company uses their capital-time, ideas, knowledge, passion, and energy-to make profits. Your key talent is only interested in spending this capital on high-impact projects, learning something new, or doing what they find interesting. This is true in boom times, and really true in bear times. The work force wants a better return on their investment If an hour invested in your firm could be invested in a competitor for greater return to the employee, your most valuable people will leave.