How the Future Works. Brian Elliott. Читать онлайн. Newlib. NEWLIB.NET

Автор: Brian Elliott
Издательство: John Wiley & Sons Limited
Серия:
Жанр произведения: Экономика
Год издания: 0
isbn: 9781119871576
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Group, and of course, Slack—as well as experts in the field to not just redesign the future of work, but provide a blueprint to get there. Because, without a doubt, the old way wasn't working as well as it could.

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      2 2. Curran, E. (2021). ‘Goldman says pandemic is shaping a more productive US economy’, Bloomberg, 12 July. Available at: https://www.bloomberg.com/news/articles/2021-07-13/goldman-says-pandemic-is-shaping-a-more-productive-u-s-economy?srnd=future-of-work&sref=qysce8Zq (Accessed: 21 November 2021).

      3 3. Deloitte (2021). ‘2021 Fortune/Deloitte CEO Survey’, https://www2.deloitte.com/us/en/pages/chief-executive-officer/articles/ceo-survey.html (Accessed: 21 November 2021).

      4 4. Subramanian, S. (2020). ‘Farewell to the office?’, Future Forum. 19 November. Available at: https://futureforum.com/2020/11/19/is-it-time-to-say-farewell-to-the-office/ (Accessed: 18 November 2021).

      5 5. Thompson, D. (2014). ‘A formula for perfect productivity: Work for 52 minutes, break for 17’, The Atlantic, 17 September. Available at: https://www.theatlantic.com/business/archive/2014/09/science-tells-you-how-many-minutes-should-you-take-a-break-for-work-17/380369/ (Accessed: 18 November 2021).

      6 6. Jacobson, L. (2015). ‘Unions did not create the eight-hour work day and the 40-hour week. Henry Ford did’, Politifact, 9 September. Available at: https://www.politifact.com/factchecks/2015/sep/09/viral-image/does-8-hour-day-and-40-hour-come-henry-ford-or-lab (Accessed: 19 November 2021).

      7 7. Suzman, J. (2021). Work: A deep history from the stone age to the age of robots. New York: Penguin Publishing Group.

      8 8. Cianciolo, B. and Vasel, K. (2021). ‘The pandemic changed the way we work. 15 CEOs weigh in on what's next’, CNN Business, 9 September. Available at: https://www.cnn.com/interactive/2021/09/business/perspectives/future-of-work-pandemic/index.html (Accessed: 19 November 2021).

      9 9. Cianciolo, B. and Vasel, K. (2021). ‘The pandemic changed the way we work. 15 CEOs weigh in on what's next’, CNN Business, 9 September. Available at: https://www.cnn.com/interactive/2021/09/business/perspectives/future-of-work-pandemic/index.html (Accessed: 19 November 2021).

      “The workplace will now be wherever work happens, and the workweek will be whenever work happens best for each person.”1 That was how Dropbox CEO, Drew Houston, described the company's flexible work strategy, announced in October 2020, which was a clear break from how they'd worked in the past. Dropbox had largely been an office-centric culture, and they'd invested a lot in creating what Chief People Officer, Melanie Collins, describes as “the most delightful work environment we possibly could.” Their office spaces, which are located around the globe from San Francisco to Sydney, Australia, included things like state-of-the-art gyms and world-renowned cafeterias featuring their own signature roasted coffee blend. Office space was such a big part of their culture that pre-pandemic only three percent of its people didn't work out of one. When the COVID-19 pandemic hit and those offices had to close, the vast majority of Dropbox employees were displaced.

      Much like what happened at Slack, as the pandemic forced them to pivot, Dropbox leaders were surprised to find that productivity and performance didn't really miss a beat. That caused them to rethink what they'd been doing and accelerated their conversation around the merits and possibilities of flexible work. The pandemic forced more flexibility on companies, of course, but the question for Dropbox quickly became: How could it work over the long-term? What would a flexible work strategy look like if it were dictated, not by circumstances, but by design?

      Among the models they rejected was the typical hybrid one—where some people work remotely and others continue to come to the office as usual. This is, perhaps, the model most people think of first, but Dropbox decided it wasn't right for them—the main reason being, as Collins explained, because it “creates two very different employee experiences that could result in issues with inclusion, or disparities with respect to performance or career trajectory depending on whether you are in the office or remote.”

      Instead the team came up with a strategy that makes flexible work the primary experience for all employees. But when the concept was proposed to their leadership team, it was far from an immediate win. There were questions and pushback. Houston, in particular, wanted more detail. It sounded good in theory, but he wanted to be able to picture what a “day in the life” would look like for employees.