Future of Work Agenda JulAug 2009

8/14/2019 Future of Work Agenda JulAug 2009

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FUTURE OF WORK AGENDA

A Free Monthly Newsletter

July/August 2009www.thefutureofwork.net****************************************************************************************************Summer time and the livin is easy.

Huh? That may be true for Porgy and Bess, but not for most of us still trying to put food on thetable and pay the rent. The economy is still in the doldrums, and the recovery seems moreelusive than ever right now. Oh, but wait, the good news is that things are declining more slowlynow. Big deal!

We continue to believe this is not a normal recession and that the world on the other side of theValley of Despair will look and feel very different than the one we left behind last September.

So, as those of us in the northern hemisphere enter the dog days of summer, we offer up yetanother analysis of how to think about the future first of your local community and then of yourown organization.

Our feature article focuses on what makes communities attractive to talented residents, andincludes a quick-check set of questions we suggest you ask your friends and neighbors toassess whether the community has a viable future, and to determine what you have to do tomake the future more compelling. The Compass article narrows the focus to your ownorganization and argues passionately that there are incredibly powerful economic reasons forembracing flexible, mobile work. You ignore those realities at your peril.

Finally, in the Notes from the Field article, our colleague Larry Barkley offers some thoughts onwhy so many organizations are essentially ignoring the business case for change.

We hope and pray that youll absorb these perspectives and be prepared to hit the groundrunning as a bona fide change agent come Septemberor sooner.

Enjoy.

Charlie and Jim

PS: Dont forget that we wont publish another newsletter until September. Were not taking themonth of August off by any means, but we do need some time to catch our breath.

Click on any Headline below to access the full story.

1. FEATURE ARTICLE: IS THIS A NICE PLACE TO LIVE, OR WHAT?This is the last in a series of three articles about transformation. We know that what ishappening right now across the planet is historic, permanent, and unstoppable. Thechanges will be felt in all aspects of life; work, learning, and play. Our conversation thismonth focuses on your local community. We offer you a set of questions to ask yourneighbors in order to sense where your community is going: will it become a better placeto live and work, or will it sink into obsolescence?

Copyright 2009 by The Work Design Collaborative, LLC. All rights reserved.
http://www.thefutureofwork.net/http://www.thefutureofwork.net/


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Future of Work Agenda Page 2July/August 2009

2. COMPASS: WHAT ARE YOU WAITING FOR?Brace yourself: here we go again. This is a flat-out rant about why your organization isreally off-base, and potentially in trouble, if youre not actively promoting flexible/mobilework for as many of your knowledge worker employees as possible.

3. NOTES FROM THE FIELD: WHY IS ADOPTING MOBILITY TAKING SO LONG?Much has been written in these pages over the past several years on mobility, AlternativeWorkplace Strategies, and all the issues surrounding the implementation of new ways ofworking. Yet, despite all of this impressive work and study, it appears that adoption bythe end user business community has not risen to anywhere near the level of our theoryand beliefs. So, weve had to ask: Why is that?

4. WHAT'S HAPPENED/HAPPENING?A short note about where Jim and Charlie have been, are, and will be, holding forth inpublic conversations and other activities.

THE FULL STORIES

As usual, your comments and reactions to any of these articles are more than welcome.Please send your thoughts to us at any time.

RETURN TO HEADLINES

****************************************************************************************************1) FEATURE: IS THIS A NICE PLACE TO LIVE, OR WHAT?****************************************************************************************************Charlie Grantham and Jim Ware

This is the last in our three-part series on the transformation of the workplace. Our firstarticle (Someone Hit the Reset Button in May) looked at the basic characteristics of

transformation; our second (Scotty, Take It Up To Warp Factor 5.6! in June) focusedon the specific impacts of transformation on societal institutions like education,government, and the economy. Now we have come full circle; this concluding piece isgoing to give you an idea of what we believe communities of the future will look like.

To start, well go back to our old rant about the need for communities to become placesthat attract talenttalent of all ages, we might add. We wrote extensively about thisissue during our West Michigan days a few years ago. See, for example, our white paperWhat Attracts Knowledge Workers? (available on our website).

In addition, Ron Willett wrote a Notes from the Field piece for us a year ago titledAssessing the Potential for a Telework Center that focused partially on what makes a

community a desirable place to telecommute from.

If, as we suspect, the wants and needs of local residents become the central features ofa region that drives economic development, then public officials and volunteers mustconsider carefully which attributes are most attractive to the people they want to live andwork in their cities and neighborhoods.

mailto:[email protected]?subject=Newsletter%20commentshttp://www.thefutureofwork.net/newsletter_0509_Feature_Reset_Button.htmlhttp://www.thefutureofwork.net/newsletter_0609_Feature.htmlhttp://www.thefutureofwork.net/assets/What_Attracts_Knowledge_Workers.pdfhttp://www.thefutureofwork.net/newsletter_0708_Notes_Telework_Centers.htmlhttp://www.thefutureofwork.net/newsletter_0708_Notes_Telework_Centers.htmlhttp://www.thefutureofwork.net/assets/What_Attracts_Knowledge_Workers.pdfhttp://www.thefutureofwork.net/newsletter_0609_Feature.htmlhttp://www.thefutureofwork.net/newsletter_0509_Feature_Reset_Button.htmlmailto:[email protected]?subject=Newsletter%20comments


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Without those attractors, the talent wont come; and, as the economy becomes ever-more dependent on innovation and ever-more location-independent, regions that areless attractive will wither, and, in many cases, die.

The short answer to what attracts most people is community (in its broadest, mostsocially-focused sense). Although the physical attributes of a region (weather,recreational opportunities, cleanliness, livability) are important, the equation is far morecomplicated than that. For those of you with a geography bent we suggest visiting thepatron saint of urban areas, Joel Kotkin, at http://www.joelkotkin.com/.

Following our logic, the economy is clearly transforming, and so are communities. Webelieve that the psychology of regions is changing in a very deep and fundamentalway. In fact, were convinced that you can have all the roads, schools, airports, businessservices, Internet access, and hospitals you want, but if your area doesnt have ameaningful sense of community your city or town wont experience much in-migration orwealth generation in the post-industrial global economy.

But how can you tell if your community has what it needs? We dont know of a fully-formed, statistically supported answer yet, but we are actively investigating thedevelopment of a widely agreed-upon set of community-based health metrics. Its atough challenge. But we have to start somewhere.

We have also been particularly drawn to the work of the late John Gardner, formerhead of the Department of Health, Education and Welfare, and then a professor atStanford University (see in particular http://www.pbs.org/johngardner/chapters/7.html formore details on his work).

Professor Gardner was fascinated with leadership: what is it, and how do you grow it?Later in life he turned to the study of communities, and in particular how to promote anddevelop that sense of community were also interested in. He believed that thecontemporary breakdown of community was a root cause of many social ills and asignificant contributor to a general decrease in the quality of life in Americaprescientobservations from thirty years ago, in our humble opinion.

As a result of his interest and concern about communities Gardner developed aframework for measuring the ingredients of community (see The New LeadershipAgenda, in Community Building: Renewing Spirit and Learning in Business, KazimierzGozdz, editor, New Leaders Press 1995 link is to a description of the book onAmazon.com)..Gardners categories describing the ingredients of community, which are similar to

Rebecca Ryans but go well beyond the obvious, include:

Wholeness incorporating diversity Reasonable sense of shared values Caring, trust, and teamwork Effective internal communication Participation Affirmation

http://www.joelkotkin.com/http://www.pbs.org/johngardner/chapters/7.htmlhttp://www.amazon.com/Community-Building-Renewing-Learning-Business/dp/0963039059/ref=sr_1_1?ie=UTF8&s=books&qid=1246300725&sr=1-1http://www.amazon.com/Community-Building-Renewing-Learning-Business/dp/0963039059/ref=sr_1_1?ie=UTF8&s=books&qid=1246300725&sr=1-1http://www.pbs.org/johngardner/chapters/7.htmlhttp://www.joelkotkin.com/


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Links beyond the community Development of young people A forward view

Okay, so much for theory. What can you do to help your community become a netattractor of knowledge worker talent?

We have synthesized our ideas and Gardners into a few simple questions you can usein community development workshops. Please bear in mind that this list is research inprogress and doesnt yet exist as a formal diagnostic instrument; but we believe it givesus a good basis for working with serious community leaders to start the conversation.

1. Do the people in our community share a similar purpose for living here?

2. Is our community highly diverse in its cultural and ethnic makeup? Do wepractice an openness that allows all of us to question all of ourassumptions?

3. Is teamwork among our community members very important and valued?

4. Are people in our community recognized publicly for their contributions?

5. Does everyone in our community communicate well with each other?

6. Does our community have a distinct and unique identity? Is there local pridein what we do and represent?

7. Is our community connected economically and politically with others in ourregion? Do we play an active leadership role in developing the regionpolitically, economically, and environmentally?

8. Do we welcome new members to our community, even when they comefrom different backgrounds and have different lifestyles?

9. Do we believe in the equal rights of all our residents to transportation,education, clean air, and public spaces?

10. How easily does our community resolve conflicts among our members?

11. Do our residents invest time and energy to develop the community? Toimprove our schools? To ensure a sustainable environment?

12. Do we have adequate resources in our community to help it thrive?

13. Are we constantly seeking to push the envelope and striving to become abetter, more interesting place?

14. Do we support and encourage innovation in both our public and our

commercial enterprises?

Thats it. Short and sweet. The world changes, and your community changes or dies.Give this quick-check diagnostic a try. Go out into your community and ask people thesesimple questions (and ask yourself, too). You may be surprised at the answersor youmay decide to rent a moving van the next day.

Please send your comments directly to us, or post a comment on the blog version of thenewsletter. We look forward to learning from you.

mailto:[email protected]:[email protected]


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RETURN TO HEADLINES

****************************************************************************************************

2) COMPASS: WHAT ARE YOU WAITING FOR?****************************************************************************************************Jim Ware and Charlie Grantham

Brace yourself: here we go again. This is a flat-out rant about why your organization isreally off-base and potentially in deep doo-doo if youre not actively promotingflexible/mobile work for as many of your knowledge worker employees as possible.

Last September, when the economy hit the proverbial fan, we fully expected to see agenuine rush to implement flexible work programs. We naively thought that thistime thepressure to cut costs would finally be so great that senior executives would give up theirlong-time resistance to change in the way they get things done.

Well, theres been a rush all rightto cut staff, to cut travel, to cut every discretionaryexpense imaginable. Same old, same old: dont change anything, just squeeze the fewemployees who are left to do more with less.

In Our Humble Opinion, thats not the way to get to the future, let alone survive.

Weve actually said a lot of this before (How Come Distributed Work is Stillthe Next BigThing?). But were not going to spend any time at all discoursing about all the reasonswhy executives resist change. And were not going to harp on all the logical reasons forsupporting mobile work.

No, this time were just going to tell you what youre missing by continuing to manage in

old-fashioned (So twentieth century!) ways. Frankly, weve run out of patience.

There are actually lots of reasons why you should be transforming the way yourorganization gets work done:

You can save a whole boatload of money You can increase productivity and agility, and reduce business continuity risk Your employees want to do it You can attract (and retain) better talent Youll help save the planet Sooner or later (probably sooner) youre going to be legally required to do it

But were going to be really, really brief and assume you actually know most of thatalready. In fact, were only going to address one thing here, because it seems to be theonly thing that really matters: saving money.

http://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdfhttp://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdfhttp://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdfhttp://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdfhttp://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdfhttp://www.thefutureofwork.net/assets/WP-20061-Distributed_Work_Next_Big_Thing.pdf


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Saving Money

Weve suggested for years that its a whole lot cheaper to support a mobile workforcethan to provide (mostly unused) office or cubicle space for everyone. Yes youll spend a

little more on technology in a mobile world. But you can shave your real estate costs by30% or 40% or more, and youll probably reduce your Human Resources Managementand overall administrative costs too.

SCAN Health, a company weve been working with for over three years, is realizing areturn on investment of over 40% by enabling approximately 15% of its workforce towork at home 2-4 days a week. Weve told this story publicly several times in the last fewmonths; you can dig into it in more detail at this post on our blog (which also includes thefull presentation deck we delivered at an IFMA Industries Forum back in March inpartnership with Diane Coles, SCANs Director of Workplace Services).

AndPC World recently carried a story that Cisco Systems is claiming $277 million inannual productivity savings as a result of enabling work-at-home employees (CiscoPromotes Telecommuting). And, by the way, Cisco employees are much happier too.

Heres another assessment: Kate Lister and Tom Harnish, authors of the recent best-seller Undress4Success (link is to Amazon.com), have estimated that United Statescorporations could drop $260 Billion(thats Billion, with a B) to the bottom line everyyear if they just enabled people to work at home one day a week

Commuters themselves would save another $228 Billion (not to mention the annualsavings in gasoline consumption; that change alone could almost make us independentof foreign oil).

Our analysis of the economics of mobile work is unequivocal; weve seen one case afteranother where the savings in total workforce support operating costs run between 27and 45 percent. Thats including all the benefits that stem from reduced real estate andfacilities, reduced travel, a higher management span of control (believe it or not, mobileworkers need less, not more, supervision), and more efficient use of technology. Andweve seen consistent improvements in remote workforce productivity of between 15 and18 percent beyond office-bound colleaguesacross many industries and over manyyears.

Are you beginning to understand why we find the reluctance to embrace mobile work sofrustrating?

But its not just an emotional issue. We believe corporate reluctance to do the right thing

isnt just a case of being blind to opportunity. Its also downright irresponsible. Corporateexecutives who insist on living in the past arent just missing out on major cost savingsand productivity gains. Theyre also squandering stockholder value.

http://www.scanhealthplan.com/http://thefutureofwork.net/blog/2009/04/19/getting-real-transforming-the-workplace-at-scan-health/http://www.ifma.org/learning/events/if09/http://www.pcworld.com/http://www.pcworld.com/businesscenter/article/167503/cisco_promotes_telecommuting.htmlhttp://www.pcworld.com/businesscenter/article/167503/cisco_promotes_telecommuting.htmlhttp://www.amazon.com/Undress-Success-Naked-Truth-Making/dp/0470383321/ref=sr_1_1?ie=UTF8&s=books&qid=1246315536&sr=1-1http://www.amazon.com/Undress-Success-Naked-Truth-Making/dp/0470383321/ref=sr_1_1?ie=UTF8&s=books&qid=1246315536&sr=1-1http://www.pcworld.com/businesscenter/article/167503/cisco_promotes_telecommuting.htmlhttp://www.pcworld.com/businesscenter/article/167503/cisco_promotes_telecommuting.htmlhttp://www.pcworld.com/http://www.ifma.org/learning/events/if09/http://thefutureofwork.net/blog/2009/04/19/getting-real-transforming-the-workplace-at-scan-health/http://www.scanhealthplan.com/


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Creating Value

Think about it this way.

Consider a corporation that is spending about 35% of its operating budget on workforcesupport (thats fairly typical; workforce support includes facilities, technology, and HRand admin costs; contact us for a more detailed definition). For an organizationachieving a 7% profit margin, reducing workforce support costs by just 20% (while alsoimproving employee productivity) could just about doubleits before-tax profit.

If that isnt impressive enough in its own right, now think about what a doubling of yourprofit could do for your stock price. All other things being equal (yes, we know they neverare, but bear with us), you could be looking at a doubling of your stock priceand, ofcourse, your market capitalization. If your company has a market cap of $500 million,were now looking at a mobile work program being worth $500 million to yourshareholders.

Now our frustration at the lack of imagination and courage on the part of seniorexecutives should be extremely clear. If your CEO isnt creating the future of work inyour company, your shareholders ought to be calling for his/her termination.

And if youre not broadcasting this very simple message to every senior executive youknow, maybe someone should ask why youre not doing yourjob.

And now for a closing prediction: within a year at least three Fortune 500 companies willannounce formal plans to cut their workforce support costs by 40% or more. Watch whathappens to their stock prices relative to their peers/competitors. We then expect to see atypical the first sheep turns and then whole herd follows reaction. Those who dontfollow the herd will drift into decline and eventual demise. And even the followers wont

get the same benefits the leaders will.

Fair warning: waiting may be dangerous to your health and well-being. And of course,the longer you wait, the longer it will be before you start realizing the huge cost savingsand productivity gains that we guarantee are out there. Every month you dont act is amonth you paid more for workforce support than you needed to.

So: what are you waiting for? Its past time to stop talking and start doing.

Please send your comments directly to us, or post a comment on the blog version of thenewsletter. We look forward to learning from you.

RETURN TO HEADLINES

mailto:[email protected]?subject=Workforce%20Support%20Costsmailto:[email protected]:[email protected]:[email protected]?subject=Workforce%20Support%20Costs


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****************************************************************************************************3) NOTES FROM THE FIELD: WHY IS ADOPTING MOBILITY TAKING SO LONG?

****************************************************************************************************Larry Barkley

Our Compass article this month (just above) is focused entirely on the economics of embracingflexible/mobile work as a way to reduce costs and improve operating efficiencies.

We explored the business case for mobile work with the participants at our Realcomm Future ofWork/Mobile Workforce Summit in Chicago in mid-June. But they really wanted to talk much moreabout the question we keep asking: given how economically compelling mobile work is, howcome it isnt sweeping the economyespecially this year when improving business performanceis at the top of every CEOs To-Do list?

Well, that conversation inspired our friend and colleague leader Larry Barkley to write down andsend us his own thoughts about that question, drawing on his many years of work as a realestate/facilities consultant and thought leader. Heres his take:

Much has been written in these pages over the past several years on mobility,Alternative Workplace Strategies, and all the issues surrounding the implementation ofnew ways of working. That discussion has also extended into the public domain witharticles and case studies being described recently in The Wall Street Journal, TimeMagazine, Business Week, and Fortune, among others. The conversation has beenfurther augmented by a remarkable body of work generated from the CoreNet GlobalWorkplace Community over the past two years.

Yet, despite all of this impressive work and study, it appears that adoption by the enduser business community has not risen to anywhere near the level of our theory andbeliefs. So, weve had to ask: Why is that? The answer to that question continues toelude many of us who are invested in these ideas.

Faced with that perplexing question we decided to dig deeply into this apparent paradox.In doing so we chose to speak directly with the Corporate Real Estate (CRE) end-usercommunity, intentionally avoiding discussions with other consultants and serviceproviders. In doing so, we learned quite a lot. Our findings seem to group themselvesinto three broad categories, with three sub-categories within each area:

Financial

CAPEX/OPEX constraints: Many, if not most, companies have recently placedextreme constraints upon both CAPEX and OPEX budgets. Management viewsfocus on, and protection of, the Balance Sheet as paramount.

Payback period: Despite powerful business case Models, discounted cash flowprojections, and qualifying internal rates of return, the business case cannot bemade in the current environment. Protection of the balance sheet now requirespayback in less than 12 monthsand, like it or not, most mobile work programsdont produce returns that quickly.



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No consulting budgets: Discretionary spending for outside expertise is virtuallynon-existent. CRE staffs generally lack internal resources to plan and manage amobility program, and they dont have the funds to hire external resources.

Culture/Organization

Perceived threats: The presence of this factor has been widely reported in thepublished success stories. Whether real or not, various stakeholders, andperhaps various management layers as well, see mobility as putting theirpositions at serious risk. Opposition to mobility can be overt or covert, or both.

Multiple Business Units: We often view organizations as a single monolithicculture, when in fact Divisions often vary widely in both culture and financialmanagement. Therefore, mobility programs must be customized for eachdivision, usually resulting in much slower adoption. You just cant do it once foran entire complex organization.

Corporate-Level Downsizing: Many CRE organizations are feeling the brunt ofthe current cost reduction requirements. Corporate staff in general, and CRE inparticular, are common targets for downsizing while leaving the operatingbusiness units intact. The resulting resource shortages produce a leadershipgap.

Risk

Unfamiliar ground: Mobility and Alternative Workplace Strategies representunfamiliar ground for most CRE staff. Their inexperience with these approachesresults in a lack of confidence in the ultimate success of such programs.

Uncertainty of outcomes: Stepping into the uncertain nature of a mobility programseems to be a challenging step, particularly at this time our economic history.Uncertainty of individual survival in the organization has been raised to a dailydiscussion topic.

Heightened aversion to risk: In times such as these, individuals tend to revert towhat they know and focus almost exclusively on doing that better. Staying withintheir comfort zone and weathering the storm seems to be a wise course ofaction to people who feel deeply threatened by an uncertain future.

So What?

When we step back and review these findings, what should we take away?

Let me be quick to say that I am not making any judgments about whether or not thissummary of the reasons for resistance to change is valid, or even whether theseperspectives are real. I am simply giving the weather report. This is what people told us;it is real for them. And thats good enough for me.



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There appears to be a disconnect between our customers concerns and our stories andvalue propositions. Simple logic does not work herethere is both logic and emotion atplay. Gaining a better understanding of end-user concerns should actually be our firstresponsibility. Bridging that disconnect seems to be the path to greater adoption and a

future in which our end-user clients will enjoy the benefits that consultants and serviceproviders have been touting for years.

Whats your take? I would love to hear more from you.

Mr. Barkley is currently is the Managing Partner for The Barkley Advisory Group, LLC, a realestate consulting services company that provides technology and management advisoryservices to the real estate, workplace, and facility management professionals of Global 2000companies, higher education, healthcare, and other large portfolio occupiers. He possesses over25 years of experience in the real estate industry and currently serves as Senior Advisor to the1400-member CoreNet Global Workplace Community. You can reach him [email protected] send your comments directly to us, or post a comment on the blog version of thenewsletter. We look forward to learning from you, and well be happy to share yourthoughts with Larry as well.

RETURN TO HEADLINES

****************************************************************************************************5) WHATS HAPPENED/HAPPENING?****************************************************************************************************Looking Back

Special Future of Work/Mobile Workforce Summit

Were very pleased that we were invited by Realcomm to lead a pre-conference track atthe Realcomm 2009 Summit Conference in Chicago next June. We certainly enjoyedengaging with over 35 active and articulate participants in an afternoon filled with verylively conversation.

We are also very pleased that Citrix Online, Herman Miller, ProgressiveAE, and SpenserCommunications sponsored the Future of Work Summit. Please join us in thanking themonce again for their support.

Looking Ahead

Heres whats on our summer calendars right now:

Weve been invited to work with the IFMA Foundation and a world-class team of authorsand thought leaders to produce a practical action guide for facilities managers that willhelp them contribute to corporate cost-reductions and efficiency improvements rightnow, when the need is so high. The book is currently being developed; we arecommitted publishing it in advance of the October World Workplace 2009 conference inOrlando, Florida, where we and the other chapter authors will be presenting ourresearch and tips for surviving the current economy.

http://../Application%20Data/CollanosWorkplace/Data/.temp/[email protected]:[email protected]://www.realcomm.com/chicago.htmhttp://www.citrixonline.com/http://www.hermanmiller.com/http://www.progressiveae.com/http://www.spensercommunications.com/http://www.spensercommunications.com/http://www.ifmafoundation.org/http://www.worldworkplace.org/http://www.worldworkplace.org/http://www.ifmafoundation.org/http://www.spensercommunications.com/http://www.spensercommunications.com/http://www.progressiveae.com/http://www.hermanmiller.com/http://www.citrixonline.com/http://www.realcomm.com/chicago.htmmailto:[email protected]://../Application%20Data/CollanosWorkplace/Data/.temp/[email protected]


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We also continue to travel regularly on private business with individual clients. But ourJuly/August plans are still up in the air (which of course is where we find ourselves onalmost every business trip). Candidly, the summer is hard to predict. You never know

where we might end up (and neither do we). Stay tuned for last-minute plans thatdepend completely on our beloved clients and future clients.

If were in your area and have a few minutes, wed love to see you for breakfast, lunch,dinner, or refreshments any time after 5 PM local time (and you know what thatmeans).

And please follow us on Twitter for more current updates on the future of work and ourtravel plans:

http://www.twitter.com/thefutureofworkGive us a shout or send us a note, and if we can squeeze out some time, wed love tosay hello and share some good ideas the old-fashioned way: face-to-face, glass inhand.

****************************************************************************************************This issue of Future of Work Agendawas produced by Jim Ware and Charlie Grantham of theWork Design Collaborative, LLC, We encourage your comments, suggestions, and submission ofmaterials for possible future publication.

Please contact us anytime: Charlie Grantham or Jim Ware.

To subscribe to Future of Work Agenda, click here and register on our web site. Please passthis newsletter on to other interested individuals and encourage them to subscribe as

well. The newsletter is free, and will remain free as long as possible.

To end your subscription, send a message to [email protected] and writeUnsubscribe in the Subject line. For republication rights, contact Jim Ware.

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Future of Work Agenda JulAug 2009