White paper The New World of Work - Lean Thinking · White paper The New World of Work George Maas...

White paper The New World of Work

George Maas

Jurgen van der Meer

Eric van Capelleveen

Rudy Kor

The New World of Work is an extremely current topic. Nearly every organisation is investigating,

to some degree, how it can benefit from the New World of Work. The first section of this white

paper outlines the various developments that organisations have to face, that require answers from

managers. Are current organisational and management methods still suitable for knowledge workers?

The second section details three different aspects of the New World of Work and lists the changes

necessary for implementing it.

Twynstra Gudde’s vision on the New World of Work

2 | White paper The New World of Work

Some consider the New World of Work another

hype that is sure to blow over. Others find it a

fundamental change to the way people work within

organisations. At Twynstra Gudde, we consider the

New World of Work the answer to six important

developments that confront every organisation.

These developments cannot be influenced by

individual organisations, and they are not separate

from each other - indeed, they reinforce one another.

The developments we are referring to are:

1. Development towards a knowledge economy

2. Increasing complexity of the environment

3. Rise of new generations

4. Rapid technological developments serving

as a push factor

5. The mobility issue

6. Continuous pressure on financial performance.

1. DEVELOPMENT TOWARDS A KNOWLEDGE ECONOMY

Knowledge as a production factor is taking an

increasingly important place in our society. For

decades, industrial production has been trans-

ferred to low-wage countries like China, India and

Eastern Europe. Simple administrative processes

are outsourced ever more often. What remains in

the Netherlands are the high-value, knowledge-

intensive jobs for highly educated staff. Different

demands are made of organisations for this group

of highly-educated knowledge workers than of

the ‘administrative production factories’ that still

exist in many places. Knowledge workers want to

be inspired and coached. Traditional management

styles, based on command and control, do not work

for this. Knowledge workers like being responsible

for their results and want to be assessed by them. In

knowledge-intensive organisations, co-operation in

changing teams or projects is the rule rather than

the exception. This type of work has to be facili-

tated by IT solutions, a physical working environ-

ment that enables collaboration, but that must also

be embedded in the work processes.

Six developments

that organisations

have to face

White paper The New World of Work | 3

The Dutch service-based economy and the

relatively high level of education open up major

opportunities for developing towards a knowledge

economy. However, these developments do need to

be facilitated. Naturally this will start in the educa-

tion system, but businesses must also contribute

their bit by creating conditions that allow

knowledge workers to perform to the very best of

their ability. For instance, organisational structures

must make it possible to easily co-operate beyond

the boundaries of one’s own organisation, so as to

make use of the competencies of third parties.

2. INCREASING COMPLEXITY OF THE ENVIRONMENT

The time that Henry Ford could make cars without

having to worry about the preferences of the buyers

is long since past. The world we live and work in

is getting increasingly complex. This increasing

complexity can be divided into the five areas shown

in Figure 1. Organisations have to find solutions in

order to be able to deal with this ever more complex

environment. Solutions must be found by improving

environmental sensitivity, by continuously looking

outside and assessing which developments are

relevant to the organisation, as well as by accepting

that a complete grip on developments in the environ-

ment is an unattainable fantasy and that decisions

must be taken in a context of relative uncertainty.

All of this calls for social innovation.

Caused by scientific and tech-nological revolutions (e.g., hyper-specialisation in the healthcare sector)

Technical complexity

Increased competition and trans-parency towards consumers requires continuous innovations, reducing the time to market, differentiation and finding niche markets

Market complexity

The need to sustain vital ecosystems demands that sustainability become an increasingly important issue.

Ecological complexity

Increasing complexity

We face an increasing global mu-tual dependency (globalisation).Ecological complexity; the need to sustain vital ecosystems demands that sustainability become an increasingly important issue.

Geographic complexity

Increasing need to take dif-ferent parties into consid-eration (staff, shareholders, customers, authorities, inter-est groups, employers and employees associations) that tend to have different norms and values

Social complexity

Figure 1. Increasing complexity of the environment


By this, we mean updating the labour process in

order to improve productivity and participation.

For instance, by introducing flexible working hours,

organising the work more efficiently (accounting

for factors like workload, capacity, development

opportunities for employees), by employability,

more intelligent workplace design, by developing

talents and focusing on results.

3. RISE OF NEW GENERATIONSThe needs, expectations and composition of

employees differ from one generation to the other.

A commonly cited difference between the younger

and the older generations of employees is that

younger members of staff are more individual

than the older group and tend to complain about

their work sooner. The older group of employees is

relatively more loyal towards their employer as

well as to each other. According to many managers,

this group is more united.

Social generations are often described as a category

of people of the same age group, shaped by events

between the ages of 15 and 25. The baby boom

generation (1946-1964), for instance, was shaped

by the increasing prosperity after the Second

World War, and by studying in the tumultuous

period between 1965 and 1975. ‘Generation X’

(1964-1982) was shaped by the economically difficult

1980s. Generations ‘Y’ (1982-1994) and ‘Einstein’

(1994-2010) were shaped by the internet, MTV

and the ‘always online’ world. While Generation

Y only ever knew economic prosperity, Generation

Einstein seems to also be shaped by the financial

crisis of these last couple of years. The new genera-

tion updates its Hyves or Facebook profiles, do their

homework and watch television all at the same

time. It uses social media as networking tools and

no longer distinguishes between the work sphere

and the private sphere.

The 12 main characteristics of Generation Y

Connected 24/7

Netw

orkin

g as a lifestyle

No distin

ction betw

een w

ork an

d private spheres

Attach

ed

to free

time

Driven by self- development

Optimistic

Believe they can mould the future

Results-oriented, competitive

Fast and impatient: con-tinuously look-ing for variety

Mu

lti-tasking

Averse to hierarchy, assess by results

Figure 2. The 12 main characteristics of Generations Y and Einstein


Organisations are forced to adjust if they want

to bind the new generations. The Old World of

Work does not fit the new generations. Working

from nine to five does not mesh with a genera-

tion that does not distinguish between work and

private spheres, while a 2010 survey by research

bureau Peil.nl shows that 62% of companies do not

encourage mobile working. An IT organisation that

prescribes which IT tools may be used does not suit

a generation that uses social media and countless

web-based applications.

Traditional careers are worlds removed from the

belief of the new generations that employees should

be assessed by their actual results. Offices in which

the hierarchy determines the size of your room are

nightmares to generations that consider the office a

place to collaborate and to meet.

The importance of organisations adjusting to

the wishes of new generations is much greater

than tends to be assumed at first glance. After

all, ageing and dejuvenation make new talent a

rare commodity. The Dutch Bakker Commission,

which investigated the social effects of ageing in

the Netherlands, calculated that the total working

population will drop by 1 million people over the

coming decades (refer to figure 3).

Members of Generation Y, however, are not

the only ones to make high demands of work

and organisations. Current knowledge workers,

too, want to work at the office (at high-quality

physical workstations) as well as at home, and expect

to be supported with sound IT tools. They want

to be involved in drawing up the collective ambi-

tions of the organisations and look for an inspiring

corporate culture. They expect different types of

management, a better balance between autonomy

and responsibility, fewer rules and procedures,

more intelligent methods of co-operation, an

individualised work budget, agreements about

results and a performance-based salary.

4. TECHNOLOGICAL DEVELOPMENTS SERVING AS A PUSH FACTOR

The fourth development important to the New

World of Work concerns the opportunities the

development of new technologies offers to organi-

sations.

200 150 100 50 0 0 50 100 150 200

100

90

80

70

60

50

40

30

20

10

0

Men x 100 Women x 100

Figure 3. Ageing and dejuvenation of the population

1960 2010

Figure 4. 50 years of technological developments


The rise of the internet and the opportunities it

offers have significantly changed the way we work

this past decade. A more recent development is

called ‘Web 2.0’. Web 2.0 is the development of

the worldwide web into an interactive and social

environment. Examples are social media like

Linkedin, Hyves and Twitter, as well as sites on

which people create content together, like Wiki-

pedia, Iens and Independer. Web 2.0 will have

an enormous impact on working, on the way we

obtain information and the people we can contact.

This technology helps to share and exchange

knowledge and information. Crowdsourcing refers

to the masses helping to achieve results. Users not

only create information together, but use tagging to

indicate what information they find important

or valuable. We seem to have a situation of the

wisdom of crowds: the whole produces more

knowledge than the sum of its parts.

The prevalent assumption is that new media are

mainly used actively by the youngest generations.

Research proves otherwise, however: while Gener-

ation Y may start their use, the heavy users end up

being Generation X.

5. THE MOBILITY ISSUEOver the past two years, there has been a slight

reduction in travelling time lost due to congestion

on the Dutch roads. This reduction was caused by

the financial crisis: the general trend is for time lost

in travelling to increase. Between 2000 and 2008,

this rise was 58%, despite all manner of measures

taken to curb it (more and wider roads, improved

public transport, a mobility management taskforce

and so on). Without these measures, the rise in

lost travel time would probably have been around

69% instead. The main causes for increasing lost

travelling time are:

- The number of cars (especially leased cars)

increased by 13% between 2000 and 2008

- The number of people with driving licences

increased significantly (especially among women)

- The number of kilometres travelled by car

increased by 12% between 2000 and 2008, as

we tend to live further away from work and are

sooner willing to travel

- The economic growth of the past 10 years has

caused the transport of goods, among other

things, to increase considerably.

Lost

tra

velli

ng

tim

e (i

nd

ex is

200

0 =

100

= 30

.8 m

illio

n h

ou

rs)

Years

170

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

160

150

140

130

120

110

100

Figure 5. Lost travelling time


Improvements of public transport, active mobility

management by employers, more roads, tax

incentives for alternative means of transport and

so forth will make positive contributions to the

average time we all spend travelling in the years

ahead, as well. On the other hand, economic growth,

possession of driving licences and increasing

numbers of cars will strongly run up the average

travelling time. In short, it can be safely assumed

that lost travelling time will increase in coming

years, and that accessibility of companies will

deteriorate even further.

6. CONTINUOUS PRESSURE ON FINANCIAL PERFORMANCE

Listed companies as well as non-listed companies,

authorities, healthcare organisations and educa-

tional institutions all face enormous pressure to

reduce cost. The financial crisis has intensified pres-

sure on costs. Authorities (both national and local)

have to implement hefty cost reduction schemes.

The national government has to save as much as

20 billion a year! Businesses have im plemented

considerable cost-curbing measures these past

years in order to keep their profit levels more or

less acceptable. Hospitals, driven by market condi-

tions, have to keep a close eye on their financial

organisation.

Towards a new vision of work

We believe that the abovementioned developments

cannot be met with the kind of organisational

principles still applied by many organisations.

The Old World of Work no longer works; it

provides no answer to these developments.

Typical features of the Old World of Work are:

- Specific times and places: working nine to five

at (office) factories

- Centralised hierarchical management with

a strong focus on control

- Traditional working relationships with

traditional career paths

- Everything revolves around the process

(people are replaceable)

- Internal focus with little attention to

developments in the environment.

We must, therefore, move towards a new vision of

work, called the New World of Work. The main

principles of the New World of Work are:

- People are the critical production factor

- Employees themselves determine how, where,

when and with whom they work

- Working and focus on concrete results

- Working in temporary networks and projects:

the organisation as an adhocracy.


The New World

of WorkIn order to organise the New World of Work, we

need to change in three areas which we call the

three components of the New World of Work:

- People and organisation

- Information

- Working environment.

PEOPLE AND ORGANISATIONThe Old World of Work considers people a

‘resource’. Resources are links in streamlined

work processes, in which people’s competen-

cies need go no further than the ones required for

their specific job. ‘Human Resource Management’

focuses primarily on developing competencies

that individuals need to perform better within the

confines of their position. Development paths run

by predetermined plans, linked to wage scales and

remuneration structures. Management focuses

on people’s attendance, based on a ‘command and

control’ system. Work is done between 9 a.m. and 5

p.m., with choices between full-time and part-time:

the time on the clock rules all. The organisation is

the community, commitments to the community

of many years are customary. Flexibility is offered

in the option of working at home, but only on a

case-by-case basis. Work and private life are strictly

separate: your work is at the office, your private

affairs belong at home.

The new employee

The New World of Work revolves around people as

individuals. One’s own enterprising initiative, taking

responsibility for results and self-management

are the basic principles. Self-management gives new

energy for self-development, but also makes higher

demands of people. The capacity to organise and

compile information becomes more important, and

falling back on a network becomes essential. Roles

and tasks may be very diverse and continuously

change. New questions emerge, about what you can

and cannot do together, what level of organisation


do we need in our work and at what times should

the work be done?

Flexibility is created by calling on the talents and

creativity of individuals. As well as by the new

working zest of the new working generations.

Position and hierarchy fade into the background

for these generations, while continuously finding

new challenges comes to the fore. Generation Y

has no problems being accountable for its results,

as long as this comes with the freedom to organise

the work in its own way. Social media enter into

business networks and become ever more impor-

tant. More so now than ever before, it is all

about bringing together the knowledge and the

individuals needed to achieve the required result.

The line between business and private networks

blurs; Linkedin, Twitter and Facebook turn into

business media. Social capital becomes vital.

Individual work planning and organisation of work

also demand a new take on mobility. More than

ever before, individuals are asked to efficiently and

effectively organise the way they move from place

to place. The mobility perspective is important

not just in the new work organisation, but also in

considering the balance between work and private

life. Employers can offer financial incentives to

emphasise being a good employer and the various

employment conditions.

The new manager

The New World of Work does not only make

demands of the employee. Management competen-

cies and methods, too, must be examined. A focus

on results and output requires a different approach

than a focus on attendance. Managers must find

answers to a multitude of questions. When a

company focuses more on output, the question for

managers is how to prevent employees no longer

looking one another up and no longer feeling a

connection to the organisation? Another question

revolves around how organisations will manage to

remain attractive employers in the context of the

war for talent? A question of an entirely different

kind is how to involve older generations in the New

World of Work.

When employees become self-employed, of sorts,

will they also be responsible for their own personal

and professional development? Training and

coaching are no longer self-evident or intrinsic

entitlements. Investing in talent may become a

risk in network organisations. However, does this

mean that individuals should only be trained on

an ad-hoc basis, at their own request? Younger

generations will continue to need a certain level of

management and support in their independence.


The new work organisation

The work organisation is changing from a throughput

organisation to an output organisation. Commit-

ments are brief and change quickly. Organisations

become fluid and the introduction of social capital

means that the community will be considered an

organisation. This is the opposite of the Old World

of Work, in which the organisation is considered a

community. In a certain sense, the (lasting) institu-

tional identity will disappear.

But does this mean that culture, pride and image

will necessarily also disappear? The New World of

Work gives us a different perspective in this regard.

It seems that institutional identity is exchanged

for project-based identity and the identity of new

communities. Connections to these communities

are determined by the nature of the work and the

interdependence of the individuals involved. This

means people with certain characteristics and

knowledge will be sought. Marketplaces will emerge

where talented people and organisations will try to

meet. New communities will spring up, especially

where the customer has a voice. Connections to

these communities involve identifying with ‘your

kind of people’, pride in results, individual depend-

ence and the capacity to distinguish one’s self from

the rest. Connection is free for anyone, you can get

in or get out at any time.

INFORMATIONWith respect to information, we can distinguish

three development stages:

- the Old World of Work, with digital support

- the New World of Work

- the new way of networking.

The Old World of Work, with digital support

Up to this day, many organisations are still using

discipline-oriented applications on computer plat-

forms. They go by the name of ‘islands of auto-

mation’. Discipline-oriented applications support

specific work processes.

Organisations arrange their data processing and

information systems first by department, then by

business unit and finally at the organisation level.

Company-wide information provision with infor-

mation about the work processes, their manage-

ment and the intelligent processing of input and

output form the basis.

While this form of automation, which focuses on

the internal organisation, flourishes, the existing

barriers for the wider use of computer networks and

access to the internet as a communication network

slowly disappear. Information can now easily find

its way between organisations. The consequence is

the introduction and rapid development of a new

dimension of co-operation. IT helps to access infor-

mation at any time, from any place. This means

that you have access to the network, and that

applications and databases can be reached through

that network. Behold: the foundations for the New

World of Work.

The New World of Work from an IT orientation, as

such, primarily comprises supporting the option of

working independent of time and place. After all, the

knowledge worker of the future (and in increasing

numbers of sectors, the knowledge worker of today)

is no longer bound to a single work location, a single

time window. They use IT to surf the internet and

e-mail at home, as well. Employees increasingly

divide their working hours over the full 24 hours

of the day, and also use weekends to do some extra

jobs or do rescheduled work. Organisations respond

by introducing homesourcing: a workstation at

home, while the workstation at the office can

also be made more flexible. This also means that

the corporate applications and databases must be

accessible with a single password and via the

internet.


The New World of Work

The New World of Work symbolises those

employees within the organisation that tend to be

results-oriented in fulfilling their tasks. This devel-

opment coincides with further labour flexibilisa-

tion, which also created the concept of self-employ-

ment. Self-employed people in particular use the

principles of the New World of Work, but also

demonstrate that the work is easier to outsource

due to its far-reaching formalisation. Self-employed

people work in (temporary) organisations on an

assignment or project basis. They have to be able to

call upon their personal information systems and

corresponding IT tools for ever-changing organisa-

tions, while those organisations also allow them

to access their information systems. IT is slowly

developing into a tool that can be used independent

of organisations as well as of time and place.

The final trend is the fact that the employee or self-

employed person brings along their own programs

and equipment and has to be connected to the IT

infrastructure of the organisation. This constitutes

the first step towards what we will call ‘the new

way of networking’. A step that is currently being

taken at work, due to the rapid rise of co-operation,

flexibility and globalisation.

The new way of networking

Typical of the new way of networking is the fact

that organisations increasingly base their computeri-

sation on the concept of using third-party resources.

These third parties were first made part of the infor-

mation structure of an organisation through metic-

ulously-chosen partnerships. It has to be decided

in this respect which information is suitable for

sharing, and which is not. Because sharing infor-

mation and, in the context of closer collaboration,

sharing knowledge, yields benefits.

Taking it one step further is sharing knowledge and

creating knowledge by making use of open sources

through the internet and social media. This,

however, requires a different strategy.

After all, everyone who operates in that same

social network, all of the information collectors

and brokers, are also listening. They enhance this

search information, detect trends and sell search

behaviour and aggregated trends as new information.

One has to wonder when opening up information

would be a smarter move than screening it off. How

do you profit from open sources, open networks and

increasingly organisation-independent employees?

‘Working in the swarm’ becomes increasingly easy

to highly educated, IT-proficient employees, and

organisations have to wonder how to fit this swarm

of staff into their operations without endangering

continuity.


WORK ENVIRONMENT

The Old World of Work provides an office for

workers between 9 and 5

Millions of employees still travel to the office every

day, where they each have their own workstation.

The surface area of the personal office, the furniture

and the location depend on the work being done.

Directors have personal corner offices of 20 to 30

m2, with their own meeting tables and a secre-

tary in the adjoining room. The lower ranks share

rooms. There is barely any variety when it comes

to workstations, if at all. The office is used to make

phone calls, to focus on doing the work, receive

guests, have bilateral talks and so on. Special

meeting rooms, that have to be booked in advance,

are provided for meetings. Working at home is rare

in the Old World of Work, and tends to be reserved

to evenings and weekends.

When organisations started looking for flexibility

and no longer wanted to own property, renting

office buildings became the norm in the 1980s. At

first, the duration of the tenancy agreements was

10 to 20 years, but around the turn of the century

the average duration of a tenancy agreement was

5 to 10 years. For this reason, project developers

build general-purpose offices, with standard sizes

and facilities, that must just as easily be able to

house the back office of a bank as a law firm.

During the 80s, caused among other things by

spatial development policy and parking-related

difficulties, offices disappeared from prominent

locations in the inner cities to invisible business

parks on the outskirts. The office became an imper-

sonal labour factory, dominated by functionality

and low rent.

The New World of Work aligns the working envi-

ronment to the nature of the work

A triple-A environment: anywhere, anytime,

anyone.

Since the work is no longer necessarily done at the

office, but wherever there are network and commu-

nity hubs, we will have to take the office to the

employees, rather than the employees to the office.

In the New World of Work, work has to be facili-

tated everywhere: on the road, at the airport, the

station, at home and with customers. The primary

focus of the technical support department at the

office changes along: after all, in the New World of

Work, the office is only one of many hubs.

Numerous ‘by the hour’ facilities can be used to

facilitate working outside the office. Schiphol

Airport, Dutch Rail, hotels, restaurants and count-

less other providers like Spaces, Hub, Seats2Meet

and Regus offer facilities for travelling employees.

Organisations with national/global office networks

can use this network and provide access for

employees no matter their location. The Dutch

authorities (national, provincial and local) are

currently hard at work developing the Seats2Share

concept, which will allow public servants to use

the facilities of all the participating organisations.

In addition to offering workstations to the organi-

sation’s own employees, it is also increasingly

important to offer workstations to employees of

network partners. Organisations are co-operating

in networks more and more, which means that

facilities at the office will also have to be opened to

external parties.


The work environment is determined by the nature

of the work

Knowledge workers and their work processes differ

from each other in many different ways. However,

researchers and advisors do agree that some features

are more important than others. Figure 6 shows

a classification of the work processes of knowl-

edge workers under two variants: complexity and

dependence. This generates a distinction of four

archetypes of working processes.

Illus. 1. Lounges make for ideal places in offices

for external parties to work.


INTEGRATION MODEL

- Systematic, repetitive work- Reliance on formal processes, methodologies or standards

TRANSACTION MODEL

- Routine work- Reliance on formal rules, procedures and training

ROUTINE

Complexity of work

Ext

ent

of d

epen

denc

e

INTERPRETATION/ASSESSMENT

CO-OPERATING GROUPS

INDIVIDUAL ACTORS

CO-OPERATION MODEL

- Improvised work- Reliance on far-reaching expertise across job boundaries

EXPERT MODEL

- Assessment-oriented work- Strong reliance on individual expertise and experience

As can be seen in figure 6, the nature of the work

shifts from transactional routine work to work in

which assessment and interpretation are important

and that requires more co-operation. This makes

new demands of the work environment. After all,

work environments must facilitate the different

activities/work processes. The New World of

Work revolves around concepts like co-operation,

communication, meeting and creativity.

For employees that do not need a permanent

workstation, the work environment will become

activity-oriented. Different types of work environ-

ments will be offered for different activities – e.g.,

working on projects, focused work, bilateral talks,

giving or preparing presentations. This means a

wide variety of workstations, each well-aligned to

the various tasks done there. Such a work environ-

ment is, more so than ever before, focused on the

individual needs of employees and the properties

of the activities to be carried out.

The office as a binding element

As described previously, employees working

anywhere in the context of the New World of

Work will take some getting used to. This involves

the risk of employees becoming alienated from the

core values of the organisation and of minimised

contact between employees, which is undesirable

from a knowledge-sharing perspective. For this

reason, the office must play a role as a meeting

place or ‘home base’ for employees, providing the

security of a community where people belong.

In order to convince employees to visit the office

every so often, an attractive and easily accessible

environment should be created, which makes

people feel comfortable being there.

Figure 6. Classification structure of knowledge-intensive processes (based on Davenport)


Work environment befitting the brand and iden-

tity of the organisation

The office will have to promote brand and iden-

tity more emphatically, both inside and out. The

building becomes a brand carrier, and as such will

have to be more externally-oriented. If the organi-

sation considers transparency and innovation its

core values, then the architecture of the building

will have to make this visible. A good example of

this is the ING Bank head office in Amsterdam.

This building radiates success, transparency,

market dominance and innovation.

Buildings must also fit the identity, the ‘genes’ of

the organisation. Employees must feel comfort-

able and the building must have a certain draw

for potential new employees. Google, ABN Amro

Bank, Twynstra Gudde and the Dutch Ministry

of Education, Culture and Science have different

work environments that are in keeping with their

specific identities. Identity is visible both on the

outside and in countless interior details, ranging

from materials, colour combinations and facili-

ties, to the brand of coffee in the coffee machines.

CONCLUSIONThe New World of Work is not just another fad.

It is an entirely new approach to the way we will

have to work in the future in order to respond to

the developments we have to face. The principles

of the New World of Work are:

- People are the critical production factor

- Employees themselves determine how, where,

when and with whom they work

- Working towards and focus on concrete results

- Working in temporary networks.

The distinguishing feature of the New World of

Work is the integration of the human and organi-

sational, and information and work environment

aspects. It is this approach in particular that makes

the New World of Work a remarkable concept.

Illus. 2. ING head office

2318

Twynstra Gudde

Stationsplein 1

3818 LE Amersfoort

Postbus 907

3800 AX Amersfoort

Phone 033 4677777

Fax 033 4677666

[email protected]

www.twynstragudde.com

We work together with our clients to resolve questions by

offering new answers, by creating opportunities. This means

we listen carefully, dare to probe, always remain inquisitive.

Characteristics that define our consultants and managers.

Helping you make the right strategic choices.

Result: a different, refreshing perspective on your issue,

and solutions that really work. Our people support you.

Backed by Twynstra Gudde.

White paper The New World of Work - Lean Thinking · White paper The New World of Work George Maas...

Documents

Transcript of White paper The New World of Work - Lean Thinking · White paper The New World of Work George Maas...