Sottolineature – “La nuova longevità”

Dopo aver incontrato Lynda Gratton al Wobi, ho recensito anche il suo libro “La Nuova Longevità”, edito da FrancoAngeli per La Nuvola del Lavoro di Corriere.it

A questo link trovate l’articolo in italiano, che vale anche come post per la rubrica “Sottolineature”

Qui sotto ENGLISH VERSION

With the pandemic, many companies have seized the opportunity to redesign organizational processes, thanks above all to the mass experimentation of remote work. Yet, says Professor Lynda Gratton, a professor at the London Business School and a global authority on the future of work and present at Wobi Milan last week, we have a much greater opportunity, which is to rethink the times. of one's life.
His is in fact a much broader vision, which organically brings together different macro trends. One above all, the demographic. Over the last 100 years, life expectancy has increased by 2-3 years every decade, and it is normal to start rethinking one's educational, professional and private trajectories. We have more years at our disposal, and to this he has dedicated his latest book, “La nuova longevità”, published in Italy by FrancoAngeli. With the decrease in commuting, we also have more hours available every day. Finally, in some companies or countries, the very short week is also being experimented, thus making even more days available. But to work longer "it is necessary to have, in addition to more time, more flexibility". Flexibility in everyday life and in managing transition periods. Think not only of parental leave or social safety nets in case of exit from the labor market, but also of months dedicated to training or reskilling in adulthood, even a sabbatical year to travel around the world - "why leave this joy only to eighteen-year-olds? "
All this in theory. It is now a common experience to have difficulties in disconnecting, just as there are still few organizations that have been able to embrace the logic of flexibility and accountability of true smart working. There is a lot of talk about socializing, but "the office has never been a place of real serendipity, everyone at his desk with headphones on". Today, however, paradoxical as it may seem, spaces can become places of production of effective shared meaning, perhaps precisely because they are not lived daily in a habitual way.
In theory, even technology can - however contradictory it may appear - play a role in disconnection: for example, by warning us when it is time to disconnect, by providing data to reward the best performing professionals, or which allow the relationship capital of an organization.
But the real difference can be made by management, provided that "he knows how to interpret the concept of power in a non-traditional way, exercises empathy towards his team, is able to enhance the performance of his people by focusing on productivity". For all this to happen, there is a need for an intentional approach to change, for example distinguishing day by day from the necessary greater proximity when a young person enters the company for the first time, anchoring the sense of belonging in a differentiated way.

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