第1章
The Future of Work Begins Today: A Radical Blueprint for Adaptability
In the heart of Nevada's Black Rock Desert, 80,000 people gather annually for Burning Man, thriving in an environment where temperatures soar to 110F and dust storms rage without warning. What's remarkable isn't just that this temporary city exists, but that it flourishes precisely because of these harsh conditions. The shared adversity creates deep bonds and commitment among participants that wouldn't form in more comfortable settings. This phenomenon mirrors what happened globally during the COVID-19 pandemic-a massive social experiment that, despite its tragic human cost, became a laboratory for innovation and insight about human adaptability.
The pandemic tested our greatest evolutionary advantage-adaptability-as work underwent radical transformation. What Keith Ferrazzi and Kian Gohar had been advocating for years suddenly became non-negotiable. Teams that excelled during this period embraced improvisation, vulnerability, and collaboration. Leaders who delegated decision-making saw faster results. Companies discovered new processes and business models that created lasting competitive advantages-from Michelin restaurants pivoting to meal kits to airlines focusing on package shipping.
Yet without proper support, many workers felt overwhelmed by these jury-rigged systems. The risk became clear: without capturing the lessons from this period of forced innovation, organizations might rush back to familiar but ineffective pre-pandemic work habits, wasting a once-in-a-lifetime opportunity for transformation.
第2章
Collaboration Through Radical Inclusion: The New Teamwork
The pandemic revealed a profound truth: effective collaboration depends not on where employees work but how they show up. While many leaders insisted physical proximity was essential, relatively few organizations optimized remote work practices to achieve higher productivity through greater collaboration and inclusion.
True collaboration transcends traditional teamwork. While conventional teams operate with polite cooperation and independent members, high-performing teams create a dynamic of constant cocreation. This "co-elevating teamwork" features interdependent members sharing accountability for each other's results, providing support when needed, and collectively taking responsibility for success.
Mike Dennison, Fox Factory's CEO, demonstrated this approach when facing multiple simultaneous crises in 2020: organizational reengineering during a pandemic, wildfires, social unrest, customer lockdowns, and supply chain disruptions-all while pursuing an ambitious goal to double the business within five years. Rather than having product lines operate independently, Mike integrated divisions to stimulate growth through cross-team collaboration. By posing the question "What can we do to increase growth by 30% beyond acquisitions and traditional plans?" to his entire team, he fostered collective problem-solving that achieved record sales and earnings by year-end.
This co-elevation requires leaders to promote shared responsibility and nurture a common ethos where everyone commits to each other's success. The process begins with "recontracting"-having team members openly discuss and commit to desirable team behaviors. This agreement makes adherence to behavioral standards a matter of personal integrity.
High-return practices support this new collaboration model. Virtual environments require frequent use of breakout rooms as "acceleration pods" for deeper collaboration. Leaders should divide teams into smaller groups of two or three people for candid discussion, then bring insights back to the larger group. Research shows this approach solves problems faster and generates bolder contributions from diverse voices because people who are conflict-averse feel more psychologically safe in smaller groups.
Collaborative problem-solving (CPS) provides a powerful virtual meeting framework focused on business-critical questions in 60-90 minute sessions, with at least half devoted to small-group breakouts. Questions should be crafted for clear up-or-down answers, and the framework helps eliminate time-wasting report-outs while opening possibilities for fewer meetings and more asynchronous collaboration.
When meetings are necessary, they should begin with relationship-building and empathy. A powerful technique is asking everyone to share something sweet and something sour in their lives. This practice brings people together through vulnerability and empathy-always valuable in person but absolutely essential online.
第3章
Breaking Silos: The Power of Teaming Out
Co-elevation extends beyond your immediate team through "teaming out"-reaching across organizational boundaries to cocreate solutions. During the pandemic, companies tore up org charts to find bold ideas across their businesses.
Virgil Miller, President of Aflac Group, used the pandemic to accelerate digital transformation by breaking through organizational silos. The call center, caught between serving policyholders and sales agents, collaborated with the sales team to design digital solutions benefiting both groups. Fifteen digitally advanced sales reps became the vanguard of a digital-first movement, coaching peers on using new online resources and an AI channel developed in just six weeks. This reduced call volume by 40%, improved agent and customer experiences, and projected millions in savings.
Forward-thinking organizations discovered how online inclusion and collaboration could drive innovation at scale. Companies like Google, AT&T, and Deutsche Telekom began crowdsourcing ideas across employee networks for product innovation and policy development. At Unilever North America, CEO Fabian Garcia and HR head Mike Clementi transformed their annual planning process from a top-down cascade to inviting strategic ideas from senior managers below the executive team, resulting in six key priorities from over ninety submissions.
When pandemic disruptions upended traditional go-to-market models and supply chains, many companies responded by strengthening collaborative relationships with customers and suppliers. Virtual tools accelerated these partnerships, enabling businesses to tap previously inaccessible external insights. At Dow, this approach generated 80% more leads in 2020 than in their historically best years.
第4章
Enterprise Agile: The New Operating System
Our research revealed how pandemic-disrupted companies achieved extraordinary results through crisis agile practices. Companies like Delta Air Lines, General Motors, and Unilever accomplished remarkable feats by tasking self-organizing teams with specific objectives, meeting frequently to overcome roadblocks, and sprinting to short-term outcomes while constantly reassessing.
This shift toward agile became a necessity rather than a choice, pushing decision-making to those closest to the work. The pandemic revealed the possibilities of a bureaucracy-busting approach we call enterprise agile, where teams from the executive level down share common agile values, self-organize, iterate quickly, and focus on providing more value to customers faster and better.
When pandemic restrictions limited store capacity, Target assembled an agile team that developed a mobile app for controlling shopper flow in just over a week. Engineers collaborated remotely, shipped a working product quickly, and made real-time improvements based on user feedback. This success reflected Target's culture of flexibility and collaboration, where silos cannot exist because teams depend on each other to deliver great customer experiences.
Enterprise agile thrives when teams iterate and learn independently rather than following top-down directives. As John Tukey noted, "Far better an approximate answer to the right question... than the exact answer to the wrong question." Rather than micromanaging, leaders define strategic missions while teams innovate toward customer value.
The optimal cadence for this work is two-week sprints, providing meaningful progress while allowing for course corrections. At sprint's end, teams hold stand-up meetings to assess achievements, direction, and obstacles. This iterative approach limits negative impacts while keeping teams aligned with organizational goals.
At Target, senior leaders "own" the vision for processes like checkout, while cross-functional teams (5-9 people) work on continuous improvements with daily stand-ups. Each agile initiative begins with a one-page brief covering outcomes and resources, followed by "sprint zero" where teams align on deliverables.
Agile teams shift from individual productivity to mutual responsibility, with cross-functional membership providing natural checks and balances. To enhance communication, "bulletproofing" replaces traditional report-outs with focused presentations followed by small group discussions where teams identify risks, innovations, and resources to offer.
For enterprise agile to scale successfully, leadership teams must first embrace agile principles themselves-learning by doing, building trust, and prioritizing customer discovery over dictating solutions. The most effective support for agile teams comes when leadership itself operates with enterprise agile principles, using biweekly sprints and regular stand-ups.
第5章
Team Resilience: The Foundation of Sustainable Performance
In October 2020, Apple CEO Tim Cook credited team resilience for the company's exceptional financial performance. While individual resilience depends on personal mental makeup, team resilience stems from healthy behavioral norms and strong working relationships.
To effectively assess team resilience, focus on observable behaviors rather than individual attitudes. Key diagnostic indicators include: performance (meeting targets and deadlines), candor (ability for honest dialogue), resourcefulness (building creative solutions together), compassion (genuine care among team members), humility (willingness to ask for help), productive perseverance (ability to change course while maintaining goals), "grati-osity" (reflecting with gratitude and generosity), and positive intent (assuming best intentions from teammates).
Leaders must think of resilience as a dial on each team member's forehead that measures energy and engagement-it's everyone's responsibility to keep these dials charged. Research shows creative individuals most vital to strategic projects are also most susceptible to burnout.
Co-elevation means committing to each other's growth through adversity. Use team recontracting to make resilience part of your explicit social contract, establishing clear expectations around team unity and peer support. When someone struggles, the entire team is contracted to help, creating mutual accountability for maintaining resilient behaviors.
Fast, frequent, and positively-framed feedback is crucial for collaborative work. Remote and hybrid environments require deliberate acknowledgment that might have happened casually in person. Leaders must be mindful about giving recognition after virtual presentations when employees disappear from screens.
Build team resilience by creating psychological safety where members can express fears and relationship challenges. Use collaborative problem-solving to encourage everyone to map their life journeys (highs and lows) and share highlights. Have team members express feelings about the team's state, assess problems as they see them, and own their part in existing issues, ensuring everyone gets equal voice.
When Laura Chambers became CEO of femtech startup Willow during the pandemic, she quickly recognized her team's struggles balancing work and personal obligations. Rather than implementing generic wellness programs, she crowdsourced ideas through virtual group meetings where team members diagnosed stress points and cocreated solutions. This resulted in Project Thrive (online yoga, breath work, coaching) and "purple blocks" (scheduled guilt-free time for personal activities).
The World Health Organization estimates 264 million people globally suffer from depression, many with anxiety, costing the world economy approximately $1 trillion annually in lost productivity. The pandemic created unprecedented workplace stress, with 88% of workers reporting moderate to extreme stress and 62% losing at least an hour of productivity daily due to COVID-related stress.
Leadership behavior modeling is crucial for mental health initiatives to succeed. When managers openly discuss their stressors, take breaks for walks or meditation, and maintain work-life boundaries, it gives employees permission to prioritize their own mental health. Conversely, answering emails at 1 a.m. and never taking time off creates stigma.
第6章
Active Foresight: Seeing Around Corners
Radically adaptable teams can plan for the future even when it seems unknowable. They accomplish this by developing a foresight muscle that proactively detects early signals of change and responds swiftly to them. Rick Ambrose at Lockheed Martin Space exemplified this approach during the early days of COVID-19, gathering intelligence from global sources and taking decisive action weeks before the pandemic hit the US.
When detecting potential risks and opportunities, teams must establish clear decision-making horizons and question critical assumptions about their business environment. Effective detection requires setting relevant timeframes-typically one short-term (within a year) and one longer-term (within five years)-to properly focus attention on the right early signals.
Questioning fundamental assumptions is crucial-like Wimbledon's foresight to carry pandemic insurance for seventeen years before COVID-19 struck. Industry disruptions often occur when newcomers challenge incumbents' assumptions-Zappos defied the belief that shoes couldn't sell online, Uber undermined the taxi industry's central dispatcher model, and Airbnb proved bed-and-breakfasts could dominate hospitality.
Risk intelligence must be an organization-wide competency, not the responsibility of a single person. Everyone should participate in scanning for signals of change, from the executive suite to the organizational edges. The STEEP framework helps teams scan for change across five macro forces: Sociological (demographic shifts affecting consumer demand), Technological (developments in disruptive technologies), Economic (business cycles, interest rates, labor markets), Environmental (short-term impacts and long-term climate change), and Political (regulations, taxation, international relations).
Morgan Stanley's Fusion Resilience Center exemplifies sophisticated signal assessment, using machine learning to detect threats from cyberattacks, fraud, terrorism, natural disasters, and even pandemics. Despite its technological sophistication, the center relies on human decision-making to assess threats and prioritize responses, with staff making the final judgment on which threats require immediate action versus those that can be ignored.
While most organizations lack complex algorithms or visualization rooms, any team can implement similar methodology. Teams should plot each detected signal on a simple two-by-two assessment matrix based on perceived business threat. Signals in the top right quadrant (high likelihood, high impact) require immediate scenario response planning, while others can be monitored or set aside.
Scenario planning has a powerful impact on team culture beyond just preparing for future challenges. As former Shell executive Ted Newland noted, "The greatest value of scenarios is that they created a culture where you could ask anyone a question, and the answer would need to be contextual." This approach eliminates simplistic "because I'm the boss" responses and encourages open-mindedness about both the future and present.
第7章
Future-Proofing Your Business Model
In January 2021, GM CEO Mary Barra stunned the auto industry by announcing plans to phase out all fossil-fueled vehicles by 2035 and transition to an all-electric fleet, committing $27 billion toward this environmental goal. Despite having only one electric vehicle model at the time with minimal sales, GM had been gradually moving toward this future for over a decade.
For radically adaptable leaders, questioning "What business are we really in?" from first principles is essential. As marketing guru Theodore Levitt pointed out sixty years ago, railroad companies failed because they defined themselves by their products (railroads) rather than their purpose (transportation). The key insight remains relevant today: customers don't buy quarter-inch drills; they buy quarter-inch holes.
The pandemic forced many business leaders to rethink fundamental assumptions about their industries and rapidly reinvent revenue models. According to a 2020 Dell Technologies survey, 80 percent of businesses changed their business models that year, with the pandemic accelerating digital transformation and automation trends already underway.
From extensive research with over two thousand executives, a four-step methodology emerged for business model reinvention. This approach leverages foresight work to envision a ten-year future state for the industry, then begins experimenting toward that vision.
John Hagel's "zooming out and zooming in" approach begins with two key questions: What will our industry look like in ten years? And what kind of company must we become to succeed? Unlike traditional three-year planning with sequential, linear growth projections, zooming out invites leaders to imagine nonsequential, orthogonal, and exponential change.
Companies that engage early with exponential technologies can ride their growth curves to remarkable success. Domino's Pizza thrived during the pandemic with a 16% increase in demand and 30% profit growth by maintaining its own delivery fleet rather than using third-party services, preserving valuable customer data and positioning itself for autonomous robotic delivery.
By 2030, AI as a service (AIaaS) will be essential for business survival. These cloud tools will collaborate with employees on everyday operations from rote tasks to creative ideation, accounting, customer service, and HR. Quantum computing will revolutionize industries by solving problems with seemingly infinite variables. Avatar systems are transforming how we experience remote environments. Blockchain technology offers a new pathway to verify trust through collective network control. The spatial web will connect people, physical spaces, and digital assets in three-dimensional environments.
To leverage exponential technologies, identify high-impact experimental projects achievable within 6-12 months that move toward your long-term vision. These zoom-in projects should be small, strategic bets without multi-year commitments, allowing teams to learn, pivot, and potentially snowball into transformative initiatives.
第8章
Building a Lego Block Workforce
Like interlocking Lego blocks that can be assembled, deconstructed, and reconstructed in countless ways, the modern workforce offers flexibility and creative potential. With ten blocks, you have limited building options, but with a thousand, you gain nearly unlimited creativity. In the new world of work, building a workforce that can be assembled and reconstituted for various business goals provides the nimbleness to reinvent your future and withstand volatility.
Before redesigning your workforce, assemble what we call a Jedi Task Force. This team should balance internal knowledge with external perspective. Internal members provide institutional awareness and sponsorship necessary for transformation, while external experts offer fresh eyes and can challenge existing assumptions.
To prioritize which job tasks to redesign first, apply three filters: a strategic lens (identifying parts of your business most aligned with your mission), a financial lens (focusing on revenue generators or cost centers), and a performance lens (prioritizing roles that drive customer satisfaction).
Once you've identified priority workflows, break each job into its underlying microtasks-a process called "pixelating." Your Jedi Task Force should systematically document these microtasks using a three-step workshop process: What is? What if? What works?
After pixelating jobs into constituent microtasks, you must decide who will do the work-whether to build talent internally, buy it through vendor partnerships, or borrow it through third-party platforms. Consider this decision using "decision dials" along two dimensions: who does the work (workforce) and where work is done (workplace).
The future of work balances human intervention with automated technologies. Repetitive, dirty, and dangerous work will likely be automated, while creativity, complex problem-solving, collaboration, and emotional intelligence remain human domains. AI algorithms can now handle many repetitive tasks through natural-language processing and machine learning.
The gig economy emerged after the 2008 recession when mobile technology, connectivity, and unemployment converged, creating a new labor category between full-time employment and traditional freelancing. As global connectivity expands through microsatellites, we'll see another three billion people online by the 2030s, enabling companies to tap cognitive talent worldwide.
The pandemic forced a massive shift to remote work that revealed many knowledge jobs could be performed effectively outside traditional offices. Research by Upwork suggests 36 million Americans (25% of the workforce) will permanently work remotely by 2025. Rather than making binary decisions, organizations should consider hybrid approaches based on specific needs.
After determining your optimal workforce composition through the six decision dials, it's time to implement change. Start with small tests or "scalable wins" (SWINs) to validate your choices in real-world operations. Remember Peter Drucker's warning that "culture eats strategy for breakfast"-without addressing human factors, even brilliant strategies fail.
第9章
Supercharging Purpose: The Ultimate Competitive Advantage
Purpose isn't merely an emotional conclusion but should be intrinsic to everything an organization does. Companies with strong purpose connections respond more effectively to crises. During the pandemic, Salesforce quickly helped governments establish COVID-19 testing processes, developed a Vaccine Cloud application, and collaborated with partners to create Work.com for return-to-work readiness. Similarly, Etsy mobilized its 2.8 million sellers to produce face masks, selling $133 million worth in April 2020 while gaining 12 million first-time buyers.
Purpose serves as a force multiplier for radical adaptability-a filter for priorities, a binding agent for organizations, and a magnet for stakeholders. It provides the essential "why" that helps companies navigate rapid change when missions and strategies must evolve.
Assessing your company's purpose requires examining how well it directs innovation, whether employees can articulate it, and how it manifests through collaboration culture, agility approaches, resilience support, and strategic foresight. Look for purpose clues in philanthropy, sustainability, community, and diversity initiatives that generate high employee engagement.
Purpose development takes time-Best Buy spent two years crafting its "enrich our customers' lives through technology" statement. Making purpose meaningful requires personal connection rather than scripted training. Best Buy engaged 100,000 associates through workshops exploring how to become "inspiring friends" to customers, with everyone from store associates to board members sharing personal stories about friendship.
Purpose drives business innovation beyond marketing into powerful movements. American Express's Small Business Saturday transformed from a modest initiative into a global movement that attracted corporate partners and political support. Discovery Insurance flipped health insurance's purpose from paying for illness to incentivizing wellness through its Vitality Active Rewards program, offering immediate rewards for healthy behaviors tracked by fitness devices.
At Best Buy, Hubert Joly placed purpose at the center of business innovation, asking "Where can we enrich lives through technology?" leading to Best Buy Health and expanded Geek Squad services. Purpose-driven companies evaluate opportunities through a specific lens-Best Buy's four-question test begins with "Does it fit with our purpose?" before considering customer benefit, delivery capability, and profitability.
第10章
The Future Is Now: Will You Lead or Follow?
Looking back from ten years in the future, what choices will you have made to stay competitive in the new world of work? Did you apply the lessons of radical adaptability proactively, or revert to familiar old ways when challenges arose?
Indeed.com demonstrates the reinforcement effect of radical adaptability perfectly. Despite experiencing its first-ever down quarter during the pandemic, the job search giant quickly rebounded to match previous year's revenues through years of practicing collaboration, agility, resilience and foresight at every level. With a foundation of strong corporate purpose ("We help people get jobs"), Indeed leveraged radical adaptability by aligning purpose with customer needs-offering free services to essential employers while advising non-hiring clients to pause subscriptions.
Their internal product accelerator team rebuilt the entire recruiting process in just four weeks, creating a highly automated service that helped a European healthcare provider hire 65,000 employees in six months. Indeed further innovated with a new video-interviewing platform that eliminated 80% of administrative recruiting time, resulting in 90,000 interviews and 20,000 hires through their "Virtual Hiring Tour."
The time to start this journey is now. As change agents, we must spread these high-return practices beyond our companies to nonprofits and governments. Every community can benefit from radical adaptability as we collectively fast-forward to the future-leading rather than reacting, inspiring abundance for all, and including rather than dividing.
