検索キーワード： 著者 "Bob Johansen" すべてのカテゴリー

Most people have experienced “office shock” during the past two years, with the pandemic disrupting where and how they work. It’s clear that we can’t go back to the office the way it was. This book reimagines the office and shows how we can plan for more sustainable ways of working.

Bob Johansen lays out the core concepts of full-spectrum thinking and reveals the role that digital media - including gameful engagement, big-data analytics, visualization, blockchain, and machine learning - will play in facilitating and enhancing it. He offers examples of broader spectrums and new applications in a wide range of areas that will become possible first, then mandatory. This visionary book provides powerful ways to make sense of new opportunities and see the world as it really is.

What future forces will affect a leaders ability to lead in the next year, five years, 10 years? We are in a time of disruptive leadership change. In a VUCA world - one characterized by volatility, uncertainty, complexity, and ambiguity - traditional leadership skills won't be enough, noted futurist Bob Johansen argues.

A rapid and massively disruptive shift from centralized to distributed organizations has already begun. But current leadership practices were designed for large centralized organizations, making them increasingly obsolete. Bob Johansen, who has been projecting future trends from Silicon Valley since 1968, outlines five literacies leaders need to develop to cope with this brave new world.

The world we once described as volatile and uncertain has shifted into something far more chaotic: BANI, or brittle, anxious, nonlinear, and incomprehensible. In Navigating the Age of Chaos, Jamais Cascio, the originator of the visionary BANI framework, unpacks the tools and perspectives needed to navigate our increasingly turbulent era.

Over the next decade, all leaders will be augmented with some form of generative artificial intelligence, or GenAI. For the best leaders, this will mean dramatic improvement. For mediocre leaders, this will mean persistent confusion, distraction, and pretense. With futureback thinking—looking ten years ahead, then planning backward from future to next to now—this third edition of Leaders Make the Future shows how people can improve their leadership skills while expanding their human perspective.

A powerful new kind of competitive advantage is now possible thanks to technological and social disruptions that are already occurring. These disruptions revolutionize how companies can partner to create new growth. The Reciprocity Advantage shares a model for creating that growth: define your right-of-way (the underutilized resources you already own that you can share with others), partner to do what you can't do alone, experiment to learn, and scale the new business at low risk.