Cathleen Benko – författare

Far-reaching changes in attitudes and family structures have been redefining the workforce for more than two decades—yet the workplace has remained much the same. During this time, many companies have learned that personalizing the customer experience is good for business. In Mass Career Customization, the authors argue convincingly to extend this popular and profitable concept to the workplace.This book is centered on the powerful insight that career options in today’s economy need to accommodate the rising and falling phases of employee engagement as it changes over time. The remarkable process unveiled in this book offers choices involving four important dimensions of career progression: role; pace; location and schedule; and workload.As the working population shrinks, maintaining industry advantage will depend largely on keeping employees engaged and connected. Mass career customization provides a framework for organizational adaptability that will do just that.

With roots planted firmly in the industrial age, the corporate ladder has been the metaphor used to describe the prevailing one-size-fits-all model for success. At its heart, the ladder is derived from inflexible, hierarchical, organization models in which prestige, individual rewards, information flow, power and influence are tied to the rung each employee occupies. Yet the workplace as we know it is in transition -- evolving away from the linear, one-size-fits-all model of the corporate ladder toward a multidimensional approach that Cathy Benko calls the corporate lattice.This book will serve to widen an organization''s strategic lens, representing a fundamentally new way to work and run a company. It offers a framework to help senior leaders and HR directors harness the talent in their company in a way that provides a strategic advantage, not only for recruiting but also for achieving and maintain better individual performance.In the bestselling book Mass Career Customization (Harvard Business Press/2007), Cathy Benko and Deloitte provided the breakthrough MCC dashboard for understanding the important variables of individual employees'' career-life profiles, but she also coined a new metaphor -- the corporate lattice -- as a way to think about the changed career landscape. This book delves much deeper into the power of the lattice for organizations, fully exploring its contours and applying it to real-life practice throughout a company.It explores how the corporate lattice model creates value by:1. Ensuring a flow of talent into and through the organization. 2. Increasing the efficiency of and return on organizational investments. 3. Improving financial and operating results through greater employee engagement.The three-part framework of the book presents specific ways managers and organizations can use The Corporate Lattice to manage talent, measure results, collaborate across teams, engage employees, and reor"

Far-reaching changes in attitudes and family structures have been redefining the workforce for more than two decades--yet the workplace has remained much the same. During this time, many companies have learned that personalizing the customer experience is good for business. In Mass Career Customization, the authors argue convincingly to extend this popular and profitable concept to the workplace. This book is centered on the powerful insight that career options in today's economy need to accommodate the rising and falling phases of employee engagement as it changes over time. The remarkable process unveiled in this book offers choices involving four important dimensions of career progression: role; pace; location and schedule; and workload. As the working population shrinks, maintaining industry advantage will depend largely on keeping employees engaged and connected. Mass career customization provides a framework for organizational adaptability that will do just that.

The corporate ladder has been the prevailing model for how companies manage their work and their people since the beginning of the industrial revolution a century ago. The ladder represents an inflexible view in which prestige, rewards, access to information, influence, power, etc. are tied to the rung one occupies. The problem is, the authors argue, we no longer live in the industrial age. The pace of change is faster. Work is increasingly virtual, collaborative, and dispersed. Organizations are flatter. Companies are much easier to see into. Careers zig and zag. Work is done wherever, whenever. And information flows in all directions. The result? The ladder model -- along with the outdated norms and expectations that defined it -- is collapsing. In their best-selling book, The Corporate Lattice: Achieving High Performance in the Changing World of Work, author Cathy Benko and co-author Molly Anderson define the emerging Corporate LatticeTM model and argue convincingly that a lattice is better suited for today's global business environment. They describe the shift across three dimensions: --How careers are built: From straight up to zigzag.Rather than a series of linear career paths, lattice organizations offer customized options for growth and development. Lattice ways to build careers attract and engage the best talent and create versatile employees well suited to respond to change. --How work gets done: From where you go to what you do. Rather than expecting people to sit at their desks clocking face time from 9 to 5, lattice organizations offer options for when, where, and how people do their work. Lattice ways to work increase productivity and retention while increasing strategic flexibility in business operations. --How participation is fostered: From top-down to all-in. Instead of directed, top-down communications, lattice organizations nurture transparent cultures, providing multiple ways for people to share ideas, learn, and team. Lattice ways to participate tap the power of an inclusive workplace to drive innovation, growth, and agility. Offering much more than theory, the authors illustrate the lattice model using rich, in-depth case studies of exemplars including Cisco, Deloitte LLP, and Thomson Reuters.They also explore the changing role each individual plays in directing his or her own lattice journey.