- Effectively managing a workforce that comprises internal and external players in a way that is both aligned with an organization’s strategy and consistent with its values is a critical business necessity.
- Reframing from an employee-centric approach to a workforce ecosystem approach can drive significant strategic value.
The “genioux facts” Knowledge Big Picture (g-f KBP) charts
- GENERAL CONTEXT
- g-f(2)45 "The Big Picture of the Digital Age": Knowledge opens the way to staggering opportunities, risks and challenges
- g-f(2)50 The Big Picture of the Digital Age: Mines of Golden Knowledge Growing Every Day
- g-f(2)74 THE BIG PICTURE OF THE DIGITAL AGE: Rapid change, incertitude and disruption, in a hypercompetitive environment
- g-f(1)28 The pyramid of knowledge of a “genioux fact”: From GOLD FRUITS to GOLD JUICES
- g-f(2)51 The Big Picture of the Digital Age: The Value of Golden Knowledge is Relative
- g-f(2)99 THE BIG PICTURE OF THE DIGITAL AGE, The “genioux facts”: Essential knowledge to unleash your limitless growth.
- g-f(2)75 THE BIG PICTURE OF THE DIGITAL AGE: “Infinite Learners” to keep pace with change, incertitude and disruption, in a hypercompetitive environment
- g-f(2)151 The Big Picture of the Digital Transformation, 3/1/2021, geniouxfacts, How To Succeed At Business Digital Transformation.
- g-f(2)153 The Big Picture of Business Artificial Intelligence (3/3/2021) in a Single “g-f KBP” Chart
- g-f(2)174 THE BIG PICTURE OF THE DIGITAL AGE (3/20/2021), geniouxfacts, Executive guide of golden knowledge to fire up your unlimited growth.
- g-f(2)220 THE BIG PICTURE OF THE DIGITAL AGE (4/15/2021), MIT SMR-Deloitte, WORKFORCE ECOSYSTEMS: A New Strategic Approach to the Future of Work.
- This structure encompasses actors, from within the organization and beyond, working to pursue both individual and collective goals.
- Workforce ecosystems may vary considerably from one organization to another, but they all have several characteristics in common: They enable value creation, they rely on complementarities between ecosystem members, and they include interdependencies among participants such that workers depend upon each other for their success or failure.
- Workforce ecosystems bring challenges as well as benefits. Some of these are internal to an organization, such as cultural barriers, while others are products of the context in which the organization operates, such as legal and regulatory matters. A third set of issues concerns unintended societal effects.
- Adopting a workforce ecosystem has significant implications for a wide range of management activities, including strategy; leadership and culture; diversity, equity, and inclusion; and ecosystem governance.
- Beyond just being a source of additional resources, these structures provide new ways of organizing and delivering value that can profoundly impact how enterprises operate and deliver value.
- In the fall of 2020, MIT Sloan Management Review and Deloitte surveyed 5,118 managers and leaders from around the world to better understand how they approach strategic workforce management issues. Respondents represent 138 countries, more than 29 industries, and organizations of various sizes. More than two-thirds of the respondents were from outside the U.S., and over 30% have personally worked in a contingent (nonpermanent) capacity in the past five years. The sample was drawn from a number of sources, including MIT Sloan Management Review readers, Deloitte’s network of executives, and other interested parties.
- Additionally, the research team conducted 27 comprehensive interviews of C-suite executives and other senior leaders from private industry, the public sector, higher education, and government to explore topics such as shifts in perceptions related to workforces; links between these shifts and organizational strategy and culture; and implications for management practices. Finally, the team analyzed the management and strategy research literature on ecosystem dynamics, frameworks, and governance structures.
Category 2: The Big Picture of the Digital Age
[genioux fact deduced or extracted from MIT SMR-Deloitte]
Type of essential knowledge of this “genioux fact”: Essential Deduced and Extracted Knowledge (EAK).
Type of validity of the "genioux fact".
- Inherited from sources + Supported by the knowledge of one or more experts + Supported by research.
Authors of the genioux fact