The conventional approach of defining work via “jobs” and individuals as “jobholders” is becoming outdated. The contemporary business environment, driven by digitization and automation, demands a fresh approach to work structure: a "work without jobs" operating system for enhanced organizational agility. An article by Luc Bretones, Founder of NextGen

Interview of Ravin Jesuthasan, global thought leader, futurist and bestselling author on the future of work, automation and human capital

The ongoing environmental and societal transition calls for various unprecedentedtransformations (industrial, societal, technological, and environmental practices) andrepresents both a moral and strategic obligation. While the world is experiencing major andrapid changes, disadvantaged populations appear to be the most affected. An article by Luc Bretonesn, Founder of NextGen, Based on the BNP Paribas Global Report.

Traditional models of full-time employment are becoming obsolete as new forms of work arrangements emerge, such as freelance work, contract work, “boomerang” employees who return after gaining experience elsewhere, and various talent-sharing models between organizations. Leaders are urged to adapt and focus on “leading the work,” regardless of who performs it or where it takes place. For instance, Ion Torrent used a freelance talent platform, Topcoder, to solve a complex data issue more efficiently than with in-house staff. A large European energy company employs over 100,000 contractors for flexibility and cost-effectiveness, albeit with challenges in long-term commitment and knowledge retention. In academia, a crowdsourced game called Foldit helped tackle the complex problem of protein folding without monetary compensation.

Workplace absenteeism has reached record levels in France, with high rates among women, laborers, and in the healthcare sector. The IFOP study for Malakoff Humanis reveals that only 48% of employees believe they are in good mental and physical health. Managers are particularly affected. Employees and executives are calling for a reform of managerial practices and work organization. Psychological disorders are an increasing cause of work stoppages. The urgency is to understand the root causes and to train managers in burnout prevention.

This interview highlights key concepts of shared governance, cultural transformation, and the challenges faced during the process. Radek MATUSZEWSKI initially worked in a company that didn't align with his values, ambitions, and had weak management. Frustration grew due to a lack of cooperation between the local team and the head office, which resisted change. Seeking a change, he joined Groupe SEB Poland as General Manager.

The major trend in global management that I observed in about thirty countries while writing my book "The Next Generation Enterprise" is moving towards more participation, more autonomy, and collaboration. By this, I mean organizational governance that decentralizes authority, develops autonomy and the accompanying responsibility, transparency, and the trust that comes with it, all in service of a common mission or purpose, the essence of "doing business".

HiBob is an innovative HR platform used by more than 2500 multinationals, with interesting tools to prevent corporate crises and promote talent retention... we’ll give a brief overview of the company in this article.

Recently, a verbatim caught my attention. I present it to you as it is: "I do not perceive [this type of governance] as [specifically] beneficial for employees but for the "bad managers". Given that the "good ones" don't need it and have been using similar methods for a long time." Apart from the fact that people's happiness cannot be imposed unknowingly, I received this common-sense remark loud and clear.

In this article, we are going to introduce you to Rivulis, a company in the micro-irrigation sector that works for the ecological transition of agriculture through its activities.... a good example of tomorrow's company in our opinion, which reacts to the climate crisis.