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- Leading the Future - stars 2009
Research on three focused issues that hold opportunities and threats for organisations, and have the potential to take us by surprise.
- Performance Games Case Study
Improvements in performance can be achieved when competitions and other games are designed into the work-flow.
- Reverse Mentoring Case Study
How Unilever uses young IT coaches to help senior executives get the most out of new technologies.
- Cross-Cultural Conversations
Exploring how one-to-one conversations about development are affected by cultural differences, and how organisations are responding to these differences.
- Creative Cost-Cutting
How inspiring companies use shrinkage to prepare for growth
- Creating an innovation culture
How innovation consultancy ?What If! is sustaining its own culture of innovation.
- Introducing Social Media tools
How BT has introduced social media tools to enhance knowledge sharing and productivity.
- Engagement through CSR
How Booz Allen leverages CSR to motivate and develop young high-performers.
- US Army Case Study
How the US Army has pioneered the use of game technology to recruit the Digital Generation.
- External Talent Pools
Understanding the fast growth of ‘relationship-based sourcing’, through which companies keep in touch with networks and pools of ‘passive job-seekers’.
- Redefining Retirement
This report identifies what successful organisations are doing to address the challenges and opportunities presented by an aging workforce.
- Virtual Teams
What successful organisations do to secure high levels of engagement and performance from virtual teams.
- Workforce Planning
This report sets out to shape a new and practical approach to link strategic business plans with workforce plans, through "scenario-based dialogues".
- Manifesto
The “Manifesto for the New Agile Workplace” reveals ways companies can create an enterprising results-based culture.
- The Conversation Gap
The Conversation Gap summarises our 2004 Inspiring Performance research, that explored the conversations - both formal and informal – that people have about their work.
- A Guide to Trust
A Guide to Trust, produced in partnership with the Relationships Foundation explores the importance of trust in relationships in the worlds of work and business.
- Inspiration at Work
This 2001 study examined non-financial motivation for work, and shows the impact of effective career discussions.
- ePeople
ePeople documents the findings of the Career Innovation Group’s second global research study, conducted just after the dot-com crash, between May and November 2000.
- Zero Retention
A case study on how zero retention works well for an organisation staffed entirely by young knowledge workers.
- Riding the Wave
“Riding the Wave - The New Global Career Culture” documents the findings of the Career Innovation Group between June 1998 and April 1999.
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Manifesto
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There are still many deeply embedded perceptions and practices that inhibit the agility that companies demand, and the flexibility for which workers yearn. There seems to be a missing link; the link between organisational agility and individual flexibility.
The Ci Group’s 2005 Agile Resourcing programme set out to identify the ideal employment deals for tomorrow’s diverse workforce, together with evidence of how companies can increase scalability, versatility and flexibility. It included a new global survey of knowledge workers. The resulting "Manifesto for the New Agile Workplace" distils the outputs from the programme and seeks to challenge some of the assumptions about work that are preventing companies and individuals from achieving the kind of workplace each desires.
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Download the Summary Report: |
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English |
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Order this report in full |
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Cost:
GBP 65
EUR 73 (approx)
USD 92 (approx)
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