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Managing the challenges posed by the changing nature of workManaging the challenges posed by the changing nature of work   

Multiple forces of change – demographics, technology, automation, globalization – are coming together at an unprecedented pace and scale. How can leaders prepare their organization and create the workforce of the future? 

Featured Report 

The Partnership Imperative

Community Colleges, Employers, & America’s Chronic Skills Gap
  • By: Joseph B. Fuller & Manjari Raman
To revitalize the middle-skills workforce pipeline, U.S. employers need to engage much more actively with community colleges in three areas: curriculum aligned with industry needs, hiring relationships, and data-sharing on the supply and demand for talent.

Podcast 

Good jobs as good cause: The philanthropy of upward mobility

  • 01 FEB 2023 | MANAGING THE FUTURE OF WORK
Rachel Korberg, Executive Director of the Families and Workers Fund, on the collaborative philanthropy model, public-private partnerships, defining good jobs, and the business case for creating more of them
Rachel Korberg, Executive Director of the Families and Workers Fund, on the collaborative philanthropy model, public-private partnerships, defining good jobs, and the business case for creating more of them

Featured Research 

The Options Multiplier: Decoding the CareerWise Youth Apprentice Journey

By: Joseph B. Fuller, Rachel Lipson, Farah Mallah, Girish Pendse, and Rachel Snyder
  • 14 Nov 2022
In this white paper, Harvard's Project on Workforce uses data from apprenticeship program CareerWise Colorado to gauge how well it advances participants’ academic and career prospects. The CareerWise model combines traditional classroom instruction and paid apprenticeships in industries including advanced manufacturing, technology, healthcare, and finance. Apprentices earn college credit. The analysis covers outcomes from the program’s first two cohorts (2017-2018). Among the findings: almost two-thirds (64 percent) of CareerWise apprentices go on to postsecondary education, employment, or both; supportive supervisors, job match, industry type, and Registered Apprenticeship status significantly influence retention and completion.

The American Opportunity Index

By: Joseph B. Fuller, Matt Sigelman, Nik Dawson, and Gad Levanon
  • Oct 2022
  • | 
  • Burning Glass Institute
The American Opportunity Index offers a comprehensive ranking of how well corporate employers promote economic mobility. The big-data analysis draws on five years' worth of data on the career histories, job postings, and salaries of more than 3 million workers at Fortune 250 firms. The Index focuses on jobs that are available to non-college graduates. The aim is to better inform workers' job and career decisions, to highlight industry best practices, and to provide employers with data to make their workforces more competitive.
→Read the Wall Street Journal article

The Gift of Global Talent: How Migration Shapes Business, Economy & Society

By: William R. Kerr
  • 27 May 2020
The global race for talent is on, with countries and businesses competing for the best and brightest. William R. Kerr combines insights and lessons from business, government, and individual decision making to explore the data and ideas that should drive the next wave of immigration policy and business practice.

Research Topics

Building the organization of the future 

Engaging with the ecosystem 

Reports 

Building From the Bottom Up

By: Joseph B. Fuller & Manjari Raman

Hidden Workers: Untapped Talent

By: Joseph B. Fuller, Manjari Raman, Eva Sage-Gavin, & Kristen Hines

Building the On-Demand Workforce

By: Joseph B. Fuller, Manjari Raman, James Palano, Allison Bailey, Nithya Vaduganathan, Elizabeth Kaufman, Renée Laverdière, & Sibley Lovett

The Caring Company

By: Joseph B. Fuller & Manjari Raman

Faculty 

Lynda M. Applegate
Prithwiraj Choudhury
Shane Greenstein
Nien-he Hsieh
Karen G. Mills
Frank Nagle
Jan W. Rivkin
Willy C. Shih
Christopher T. Stanton
Sandra J. Sucher
Mitchell B. Weiss

Cases 

Vodafone: Managing Advanced Technologies and Artificial Intelligence

By: William R. Kerr & Emer Moloney
  • 19 FEB 2018
Vodafone was operating in the fast-moving telecommunications market where innovation and scale were key. Faced with an onslaught of technological advances-big data, automation and artificial intelligence-CEO Vittorio Colao reflected on how he should change the organization to incorporate these advancements to improve the way the functions work, how to incorporate machine learning and artificial intelligence that de facto improve productivity and slash costs and what can he could do to give back to society and make sure that new opportunities were created for the new generation.
→More on Vodafone

Transformation at ING (A): Agile

By: William R. Kerr, Federica Gabrieli, & Emer Moloney
  • 15 JAN 2018
In December 2017, Vincent van den Boogert, CEO of ING in the Netherlands, was reflecting upon the company's "agile" transformation, a reorganization of work which had been critical to respond to and exceed rapidly changing customer expectations. Launched in 2015 at the head office, agile had spread to the rest of the Dutch organization, from client services to the branch network, and permeated the overall company culture. It was now time to rollout the transformation to other units of the ING Group, but some questions remained: could agile be as successful in other countries as it had been in the Netherlands? How fast should ING roll out the transformation? How could they build on the experience acquired so far to improve their methodology?
→More on ING

Hot Chicken Takeover

By: William R. Kerr, Manjari Raman, & Olivia Hull
  • 27 FEB 2019
By December 2018, entrepreneur Joe DeLoss's fried chicken company, Hot Chicken Takeover, has opened three restaurants in Columbus, Ohio using an unconventional employment model that helps people with criminal records get back on their feet. DeLoss is proud of the supportive employment environment he has cultivated, but wonders how to scale it beyond Columbus.
→More on Hot Chicken Takeover

The Golden Triangle: Back in Business (A)

By: Joseph B. Fuller, William R. Kerr, Manjari Raman, & Donald Maruyama
  • 08 FEB 2018
The Golden Triangle Region (GTR) is a three-county area in rural Mississippi that suffered a steep decline as manufacturing companies faced pressures from automation and overseas competition. Between the mid 1980s and late 1990s, several textile, toy, and tubing factories that accounted for a substantial share of local employment closed and forced GTR residents to make a difficult choice - leave their homes and communities behind for better employment opportunities elsewhere or stay and face a lower quality of life. GTR LINK, the local economic development agency, brought in a new leader in Joe Max Higgins, Jr in order to stem the flight of businesses from the region and offer locals the hope that they could stay and still enjoy a better tomorrow.
→More on The Golden Triangle

Digital Transformation at ING Netherlands

By: William R. Kerr
By: William R. Kerr
  • 21 OCT 2019
Vincent van den Boogert, CEO of ING Netherlands, discusses ING’s digital transformation efforts
Vincent van den Boogert, CEO of ING Netherlands, discusses ING’s digital transformation efforts

Media Coverage 

Larry Hogan’s Legacy Includes a Bright Idea for the Labor Force

Re: Joseph Fuller
  • 18 Jan 2023
  • | 
  • Washington Post

40 Ideas to Shake Up Your Hiring Process

By: Joseph Fuller & Manjari Raman
  • 16 Jan 2023
  • | 
  • Harvard Business Review

Quiet Hiring and the Endless Quest to Coin Terms about Work

Re: Joseph Fuller
  • 12 Jan 2023
  • | 
  • Vox

Videos 

  • 11 Dec 2018
  • Re: William R. Kerr

William Kerr on Potential Changes to the H1-B Visa Program

William Kerr on Potential Changes to the H1-B Visa ProgramWilliam Kerr on Potential Changes to the H1-B Visa Program
  • 11 Dec 2018
  • Re: William R. Kerr
  • 04 Dec 2018
  • Re: Joseph Fuller

Skills Gap Solution? Disrupt the system

Skills Gap Solution? Disrupt the systemSkills Gap Solution? Disrupt the system
  • 04 Dec 2018
  • Re: Joseph Fuller

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Managing the Future of Work
Manjari Raman
Program Director & Senior Researcher
Harvard Business School
Boston, MA 02163
Phone: 1.617.495.6288
Email: mraman+hbs.edu
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