Managing the Future of Work is thriving at Harvard Business School for students and alumni. A few weeks ago, I attended my 30th MBA reunion, and went to a fascinating class called Managing the Future of Work taught by Professor Joseph Fuller, co chair of the Managing the Future of Work department along with Professor William R. Kerr.
All of the multi generational alumni present were absolutely delighted and transfixed with such a data rich, and enlightening presentation which enabled a real taste of the future focussed resources that the business school has to offer. However the real pinnacle was reached with the last slide, which read ’The individual is the Most Relevant Unit of Analysis’. This completely affirms the focus and values of IntegralCareer which is to create services to support individuals as they transition their careers into the future. One can analyse all the macro data available, but in the end, the emphasis on what do individuals do, is a value IntegralCareer shares and practices, helping 100’s of clients transition into the future though analysis of the self and the future of work trends. IntegralCareer is working to convince others to elevate career consulting to a professional services level (i.e. like management consulting, law, accountancy), with education which includes everything from neuroscience, commercial effectiveness, and macro future of work trends, among others especially since most types of career support services are not yet focussed on transitioning into the future.
Managing the Future of Work at Harvard Business School provides some outstanding resources at this link. Here is an excerpt from their website:
“Harvard Business School’s Project on Managing the Future of Work pursues research that business and policy leaders can put into action to navigate this complex landscape. The Project’s current research areas focus on six forces that are redefining the nature of work in the United States as well as in many other advanced and emerging economies:
- Technology trends like automation and artificial intelligence
- Contingent workforces and the gig economy
- Workforce demographics and the “care economy”
- The middle-skills gap and worker investments
- Global talent access and utilization
- Spatial tensions between leading urban centers and rural areas”
