In the realm of team dynamics, the concept of the ‘two-pizza team’ has gained significant attention since it was coined by Jeff Bezos in the early days of Amazon.
Four-day weeks taken for the three bank holidays in May increased 67% of employees' workloads despite them benefitting from the extra time off, according to a survey from Liverpool Business School.
Audio-visual company Mediascape celebrated five years this May as an employee ownership trust (EOT) and reflected on the benefits it has to employee engagement, recruitment and retention.
In the final part of the first instalment of this series, I left readers to ponder three things, one of which being a departure from three verticals in the existing dominant business partner model.
Inviting a team of employees into a protected space, where they are given permission to do things differently than the rest of the organisation, is what we refer to as an ‘agility bubble’.
Nearly all of the companies that took part in a trial of the four-day working week have decided to keep the policy after finding a strong increase in wellbeing at no cost to productivity.
Imposing big changes on workers will naturally be worrying for them, but with the right preparation, employees can be reassured and concerns overcome.
New work models are reshaping how organisations approach risk. Done well, sustainable competitive advantage can be achieved.
Some of you reading this will no doubt have been discussing hybrid working with your clients or colleagues. If you have, then maybe you’ve experienced some extremes in thinking, with different groups...