
In "Shapers," Jonas Altman reveals how to reinvent work for meaning and purpose. Endorsed by Daniel Pink, this timely guide asks: What if your unique quirks are actually your path to fulfillment? Discover why Harvard professors call it essential reading for today's changing workplace.
Jonas Altman, bestselling author of Shapers: Reinvent the Way You Work and Change the Future, is a Canadian-British entrepreneur, leadership coach, and innovation designer renowned for reimagining modern work cultures.
Blending a BA in Philosophy and an MA in Design, Altman founded Social Fabric, an award-winning practice that partners with organizations like Google, MIT, and Sony to foster collaborative workplaces.
His book, spanning business and self-help genres, draws on his global coaching experience and explores themes of purposeful work, adaptive leadership, and organizational creativity. A certified International Coaching Federation professional, Altman’s insights appear in The Guardian, Fast Company, and The Telegraph, and he lectures widely on managing change.
His earlier work, The Little Booklet on Business Design, established his reputation for translating complex ideas into actionable frameworks. Shapers became an instant bestseller and was nominated for Business Book of the Year, resonating with professionals seeking to align their careers with personal and societal impact.
Shapers by Jonas Altman reimagines modern work by advocating for purpose-driven careers, collaborative cultures, and resilient organizations. Through case studies of CEOs, entrepreneurs, and innovators, it explores how to replace outdated work models with creativity, transparency, and ethical leadership. The book emphasizes small habit shifts and systemic changes to foster fulfillment while addressing global workplace challenges.
Professionals seeking purposeful careers, leaders building agile teams, and entrepreneurs designing equitable workplaces will benefit most. It’s ideal for readers interested in blending creativity with business strategy or those navigating career transitions. Altman’s insights also resonate with advocates of workplace well-being and organizational redesign.
Yes—ranked a bestseller and nominated for Business Book of the Year, Shapers remains relevant for its actionable frameworks on fostering innovation and ethical leadership. Its focus on adaptability, remote collaboration, and AI-augmented work aligns with 2025’s hybrid workplace trends.
A “Shaper” reinvents work by challenging norms, embracing experimentation, and prioritizing collective well-being over short-term gains. Examples include leaders who eliminate managerial hierarchies to boost autonomy or communities testing universal basic income to redefine productivity.
The book provides tools to audit skills, identify transferable strengths, and negotiate flexible work arrangements. It highlights case studies of professionals who pivoted into roles blending creativity with impact, such as transitioning from corporate jobs to social entrepreneurship.
Some argue its ideals—like eliminating hierarchical structures—may not scale for large enterprises. Others note it prioritizes individual agency over systemic barriers like wage gaps. However, Altman balances optimism with pragmatic steps for incremental change.
Altman advocates using AI and digital tools to automate mundane tasks, freeing humans for creative problem-solving. Examples include teams using collaborative software to decentralize decision-making or algorithms to match employees with passion projects.
While Atomic Habits focuses on personal routines, Shapers examines systemic workplace change. Both emphasize small shifts for transformation, but Altman’s work prioritizes collective action over individual habits, targeting organizational leaders rather than solo practitioners.
The book’s emphasis on trust, asynchronous communication, and outcome-based productivity aligns with hybrid work challenges. It offers strategies like “results-only work environments” (ROWE) and tools for maintaining team cohesion across time zones.
Drawing on 20+ years coaching Google, The Guardian, and startups, Altman blends philosophy, design thinking, and organizational psychology. His global experience living in six countries informs the book’s cross-cultural case studies and adaptive frameworks.
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Happiness is fleeting.
Meaning, unlike happiness, persists through time.
We've supplanted the altar with the office.
Small wins, clear goals, and regular recognition can increase engagement by up to 40%.
Finding meaning in work remains a deeply personal journey.
Break down key ideas from Shapers into bite-sized takeaways to understand how innovative teams create, collaborate, and grow.
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Imagine a world where most people spend their days doing work they find meaningless. This isn't dystopian fiction-it's our current reality. A staggering 85% of employees worldwide are disengaged, creating both a productivity crisis and a psychological epidemic. These workers aim to do the minimum required-what psychologists call "presenteeism," where people are physically present but mentally absent. Even worse are the 13% of Americans who are "actively disengaged"-bitter employees whose toxicity spreads throughout organizations like a virus, neutralizing the positive contributions of up to three engaged colleagues. This disengagement costs the American economy $350 billion yearly in lost productivity. Beyond financial impacts, disengaged workers experience 37% more accidents, take 2.3 times more sick days, and make 60% more errors. They're also 2.6 times more likely to develop depression and anxiety. The solution lies in what Harvard professor Teresa Amabile calls "the progress principle"-helping workers feel they're making headway in meaningful work. Her research shows that receiving appreciation and constructive feedback fuels motivation more effectively than traditional rewards. Small wins, clear goals, and regular recognition can increase engagement by up to 40%. What would your workplace look like if everyone felt deeply connected to their work? Organizations with high engagement report 23% higher profitability, 43% lower turnover, and 66% higher wellbeing scores-proving that addressing disengagement isn't just nice-to-have but essential for organizational survival.