The hybrid/remote model of work challenges many of the traditional concepts of productivity and performance that organisations hold onto. It's no longer a matter of input and output numbers: performance becomes a broad picture held up against the objectives and values of the business as a whole. Less tangible, more qualitative elements such as leadership, culture, fit, and even well-being are increasingly recognised as contributors to productivity.
In this month's issue, we consider the question of performance and productivity through this wider lens. We hear from HR leaders such as Laura Kohler, head of HR and sustainability at Kohler Co.; from industry experts such as Professor Thomas Kochan, the George Maverick Bunker Professor of Management at the MIT Sloan School of Management; from change leaders such as Frederik Pferdt, Google’s Chief Innovation Evangelist, and Tomas Chamorro-Premuzic, Chief Innovation Officer of ManpowerGroup.
The workplace is shifting permanently away from traditional settings, and mindsets and policies around performance must do likewise. It's time to catch up with an accelerated digital future.
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KEY HIGHLIGHTS
Big Interview
Why leaders need to constantly expand their thinking
The ever-shifting landscape and the shortage of talent means that traditional perspectives and solutions can't produce results forever, says Laura Kohler, SVP HR, Stewardship, & Sustainability for Kohler Co.
Cover Story
Time to measure senior leaders' performance beyond just financial indicators
Productivity and performance isn't just for the workforce. Experts from the Center for Creative Leadership offer some pointers about how to evaluate and manage senior leadership's performance beyond just financial indicators.
Special Feature
How to navigate ambiguity and lead in complexity
Google's Chief Innovation Evangelist talks about the mindset that's best for tackling real problems and bringing individuals and organisations closer to the future.
Column
The Dogs of (Office) War
Office politics become enormously more complicated and lethal when people gang up under one instigator. Visty Banaji explains why this tactic is so difficult to counter and how organisations can reduce its incidence.
Rapid Fire
Tomas Chamorro-Premuzic, Chief Innovation Officer, ManpowerGroup
If you know it’s going to work, then it’s not innovation.
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