『Transforming Work with Sophie Wade』のカバーアート

Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

著者： Sophie Wade
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 Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.© 2021 Transforming Work マネジメント マネジメント・リーダーシップ 政治・政府 経済学
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  • 149: Frederic Tshidimba - Global Work Nets: Labor Becomes More Liquid

    149: Frederic Tshidimba - Global Work Nets: Labor Becomes More Liquid
    2025/06/27
    Fréderic Tshidimba is the Co-founder and Chief Inspiration Officer at Empleyo, an Employer of Record (EOR) that helps businesses navigate international employment, remote staffing, and HR services. Fred shares his experiences growing teams in emerging economies. He discusses global talent flow and the need to make labor markets more liquid. Fred illustrates EORs’ role in helping companies grow, accessing skilled workers and staying compliant. He describes how outsourcing international HR services opens up markets. Fred explains the value of fair employment contracts in supporting workers’ financial security and mobility, while enabling employers to scale flexibly. KEY TAKEAWAYS [00:23] Fred studies business engineering with a focus on marketing and consumer psychology. [01:40] Fred joins Coca-Cola in a digital marketing traineeship having no digital experience. [02:25] Three key lessons at Coke: think big, prioritize execution, and focus on consumer insights. [03:32] Transitioning to Nestlé, Fred focuses on the product portfolio and bottom-line. [04:50] Fred declines a transfer to Italy and moves for his wife’s new job in the Philippines. [06:20] Discovering the Philippines’ strengths in digital and outsourcing industries. [07:16] Fred enjoys agency work in young, fast-paced, endorsement-driven S.E. Asian markets. [08:50] A friend suggests co-founding a business to bridge digital expertise and outsourcing. [09:45] Fred scales the business supporting global e-commerce and software clients. [10:56] The venture grows by focusing on clients’ needs as they scale. [12:00] Riding two waves: the e-commerce boom and early globalization of talent. [12:58] Fred gets bought out and launches Empleyo to enable global employment opportunities. [14:10] Empleyo helps companies hire talent in countries where they don’t have local presence. [15:05] Startups often use Employer Of Record services after hiring remote workers independently. [15:42] Pre-sales roles, software engineers, and mission-driven or tech specialists are key EOR hires. [17:20] Startups use Employers of Record services for flexibility and growth. [18:10] Fred sees labor becoming more liquid like capital, removing structural employment barriers.
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    41 分
  • 148: JJ Reeder - Thriving in Distributed Work: Self-Managed and Digital-First

    148: JJ Reeder - Thriving in Distributed Work: Self-Managed and Digital-First
    2025/06/05
    “JJ” Jessica Reeder, a workplace innovation and culture transformation leader, shares insights from her deep experience designing communications systems, scaling multicultural teams and aligning culture with strategy. Bringing pivotal learnings from early fully-remote companies such as Toptal and GitLab, JJ explains how self-management, thorough documentation, and systematized collaboration underpin successful remote work. She describes the cultural shifts required for hybrid and distributed workforces and advocates for systems thinking and clear communication to empower modern work managers. TAKEAWAYS [01:24] JJ didn’t know what studying linguistics would entail when she chose it but she loved it. [02:47] Linguistics gives JJ a framework to understand the history of humanity and migration. [03:10] Living in another culture opens up her global perspective and gives her a different lens. [04:24] JJ’s appreciation for engineers stems from their clarity and direct information transfer style. [05:49] JJ transitions early to working remotely focused on content and communication projects. [06:35] Noticing the growth of formal distributed work, JJ joins one of the first all remote companies. [07:14] JJ starts building a distributed community across cultures for a global virtual developer network. [08:15] Nurturing connections among talented remote professionals requires deliberate strategies. [08:56] Remote talent feels more connected when engaged with a peer community. [09:54] JJ moves to GitLab to explore systematized connectivity and is launched into remote work consulting by the pandemic. [13:01] GitLab was designed for remote work with full documentation, tools, and systems. [14:11] Realizations they need to understand other companies’ different perspectives. [16:44] Conviction in remote work but recognition that unprepared managers are challenged. [18:30] JJ highlights self-management as a cornerstone of GitLab’s decentralized operating model. [19:07] Clear documentation and SOPs reduce managerial load while teaching remote processes. [20:35] Others’ embrace of remote work affirms JJ’s long-held belief in the global distributed workforce. [22:34] JJ studies industrial organizational psychology and joins Upwork for an applied learning experience. [23:24] JJ helps Upwork transition from an office-based to remote-first workforce. [24:12] Engagement is often relationship based, differing between employee and freelance contributors. [25:00] Emotional connection isn’t always needed; the mission can generate engagement. [26:43] JJ finds that many workers thrive as project contributors without deep social integration. [28:08] More varied distributed operational models are needed, especially for larger companies. [30:36] Distributed work effectiveness requires more than dedicated time for human connection. [31:25] Clearly documenting and consistently applying standard operating procedures and behaviors is crucial. [32:05] Standardizing—behaviors, tools, expectations—was a major Upwork project JJ worked on. [32:47] Accessible knowledge and intentional transparency are essential and must be intentional. [34:58] The Forest Ranger book gives JJ great insights about distributed operations. [36:19] The ‘manual’ shows how philosophy, behavioral standards, transparency and documentation empower independent workers. [37:24] To train distributed workers, companies must clarify expectations—behaviors, work, standards. [39:15] Hybrid work requires embracing a digital-first mindset even when working partially in-office. [40:54] IMMEDIATE ACTION TIP: To become digital first, one, understand time—such as core hours, two, communicate digitally—with documented processes, and three, systematize collaboration—designating how and where work is done. [41:57] Communication processes must be modeled by leadership and enforced by managers. [42:26] Systematized collaboration tools create visibility, drive cohesion, and replace physical context. RESOURCES “JJ” Jessica Reeder on Linkedin JJ’s website The Forest Ranger book QUOTES “This decentralization of management. Instead of someone managing your work, there's somebody who is directing your output or directing your outcome. So understanding how to empower people to self-manage their work.” “Collaboration is really just about trading work back and forth and doing it in a very effective way.” “To be effective at our work, we need to have a source of motivation. We need to have proof that our work is doing something that we believe in. We do need to have some sort of a mission that we're contributing to, but we don't need to necessarily be deeply emotionally engaged.” “Having standard operating procedures and behavioral standards is clearly documented and consistently applied throughout the organization is crucial in remote...
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    46 分
  • 147: Mark Dixon - Making Offices Work for Today’s Distributed Workforce

    147: Mark Dixon - Making Offices Work for Today’s Distributed Workforce
    2025/05/22
    Mark Dixon, Founder and CEO of IWG, which he started in 1989 as Regus, discusses workplace evolution and flexible work trends. He shares insights from building IWG’s 18-brand network serving 8 million users across 120+ countries. A serial entrepreneur, Mark shares how evolving workforce needs and digital tools shape location-agnostic office strategies. He emphasizes structuring real estate portfolios to empower employees and align with their work, and critiques outdated RTO policies. Mark discusses reshaping onboarding and productivity practices across roles and generations. He debunks in-office apprenticeships in today’s tech-facilitated world. TAKEAWAYS [01:36] Mark Dixon find school too slow and leaves to start getting involved in business. [02:39] After his first—sandwich—venture, Mark travels the world to gain more experience. [02:59] Mark builds a successful hotdog business, then co-living apartments in Belgium. [03:45] Exploring entrepreneurial opportunities in Europe lays the foundation for IWG. [05:37] Mark’s struggles securing office space in reveals a market need for flexible workspaces. [06:07] On a hunch, the first center opens in 1989, based on simplicity, speed, and outsourcing needs. [07:21] Companies want flexibility, speed, and capital-light solutions—not real estate complications. [09:32] IWG's first clients are mostly large enterprises, while half now are SMEs and entrepreneurs. [10:31] All clients’ reasons are the same: efficiency off the balance sheet with flexibility and speed. [11:19] IWG’s 18 brands offer diverse options from flexible warehouse space to a private members’ club. [13:07] A hospitality mindset is key—providing functioning workspaces with good internet and support. [14:05] Technological advances enable management at distance, where employees have support. [15:32] Workers increasingly self-optimize office usage: hourly, daily, or long-term team project space. [16:50] Good management skills, not location, drives productivity and effective team outcomes. [18:49] More projects and fractionalized work are driving demand for short-term collaboration spaces. [20:58] IWG supports distributed workers and teams globally with platform-like flexible access. [21:23] Businesses shift to convenient offices near where people live to reduce commute strain. [23:30] RTO mandates are based on leaders responding to questions with data support. [24:00] 80% of Fortune 500 companies are becoming more distributed, often providing offices nearer to where people live. [25:22] Virtual onboarding and apprenticeships are effective supported intentionally with technology. [28:45] Workspace purchasing shifts from real estate to procurement, finance, and HR departments. [29:30] Many companies want offices which are convenient for the people they want to hire. [30:00] Organizations are focused on their balance sheet and being capital light and flexible. [31:54] IWG spends significant resources studying work design for customers and IWG employees. [32:48] Design investments encompass tech needs and usage and evolving user expectations. [33:52] IMMEDIATE ACTION TIP: To optimize work and location for outcomes, structure your portfolio, not your policy, and give people the best support for the jobs they are doing. RESOURCES Mark Dixon on LinkedIn IWG’s website Some IWG brands’ websites: Regus, Spaces, HQ workspaces The Hybrid Working Calculator white paper The Future of Work – A trends forecast for 2024 white paper QUOTES “Business people in general understood the value of capital light - focus capital on core business, not on peripheral activities. The value of service. The value of immediacy. I can just take it--the value of flexibility.” “Companies are understanding that they're in the job of supporting people to be more productive. That's the job. They're very focused on their balance sheet. They're very focused on capital light. They're very focused on flexibility.” “In a modern tech-facilitated world, you structure your portfolio, not your policy. It’s not a question of RTO or not—it’s about enabling the best support for the people for the job they’re doing.” “80% of Fortune 500 use us, and the majority of them are moving to a more distributed workplace.” “We used to deal with just property directors. Now we are talking to procurement, human resources. and to finance people.” “C
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    38 分

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