What is *How the Future Works* about?

*How the Future Works* provides a seven-step framework for implementing flexible work models that boost productivity and employee satisfaction. It combines research from Slack’s Future Forum consortium with real-world case studies to help leaders redesign workplaces around trust, asynchronous collaboration, and results-driven performance metrics.

Who should read *How the Future Works*?

This book is essential for executives, managers, and HR professionals navigating hybrid/remote work transitions. It’s also valuable for skeptics seeking data-backed strategies to retain talent and optimize team performance in flexible environments.

Is *How the Future Works* worth reading?

Yes—it offers actionable strategies backed by Slack’s pandemic-era experiments and global workplace data. Readers praise its balance of research, case studies, and playbooks for rebuilding culture in distributed teams.

What are the key concepts in *How the Future Works*?

1. **Flexible-by-design teams**: Replace office-centric routines with outcome-based goals 2. **Asynchronous collaboration**: Prioritize written communication over meetings 3. **Manager re-skilling**: Train leaders to coach remote teams effectively 4. **Equity safeguards**: Prevent proximity bias in hybrid environments.

How does *How the Future Works* address remote work challenges?

The authors advocate for clear “guardrails” like core collaboration hours and measurable OKRs, while granting autonomy over work locations/schedules. This balances structure with flexibility to maintain alignment in distributed teams.

What leadership principles does Brian Elliott emphasize?

Elliott stresses that executives must model flexible behaviors first—like sharing personal work preferences—to build psychological safety. Leaders should focus on problem-solving through experimentation rather than rigid policies.

How does *How the Future Works* recommend measuring success?

Shift from tracking hours to evaluating output quality, project milestones, and employee experience metrics (e.g., autonomy scores). The book provides templates for team-level pulse surveys.

What criticism has *How the Future Works* received?

Some reviewers note the strategies work best for knowledge workers and may require adaptation for frontline industries. Others suggest more guidance for mid-sized companies.

『フランク・ワーク：新しい働き方の教科書』の要約

ベストな状態で成果を出すチームの構築

ブライアン・エリオット、シーラ・スブラマニアン、ヘレン・カップ

3.68(182 Reviews)

『フランク・ワーク：新しい働き方の教科書』の要約の概要

『How the Future Works』の中で、Slackの幹部たちは、Fortune 500企業の成功事例に裏打ちされたフレキシブルな働きの設計図を明らかにしています。現在、従業員の77%が柔軟性を求めている中、このガイドはリーダーに対し、つながりを犠牲にすることなく、従来のモデルを凌駕する信頼中心のチームを構築する方法を提示しています。

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第1章

The Future of Work Is Flexible: Reimagining How We Collaborate

In 2020, a global experiment in remote work forced companies worldwide to rethink decades of workplace assumptions. While many executives initially feared productivity would plummet, something unexpected happened-work continued effectively, and in many cases, improved. This revelation forms the foundation of "How the Future Works," a groundbreaking guide by Brian Elliott, Sheela Subramanian, and Helen Kupp, leaders of Slack's Future Forum consortium. The book has garnered praise from business luminaries like Indra Nooyi, who calls it "a blueprint to deeply consider the future of work," and Marc Benioff, who describes it as "an essential guidebook for transforming the way people work." Drawing from extensive research and real-world examples from companies like IBM, Dropbox, and Levi Strauss, the authors present a compelling case that flexible work isn't just a pandemic-era accommodation-it's a competitive advantage that smart companies are embracing to attract talent, boost productivity, and build more inclusive workplaces.

第2章

Breaking Free from Industrial-Era Work Models

Our traditional 9-to-5 work model is a relic of the past, shaped by forces that no longer apply to modern knowledge work. This rigid approach to work evolved from Benjamin Franklin's "time is money" philosophy through the agricultural era (where work was seasonal and daylight-dependent) to the Industrial Revolution's factory schedules. Henry Ford notably standardized the eight-hour workday and five-day workweek in the 1920s after observing diminished productivity from overwork, and the Fair Labor Standards Act of 1938 finally established legal protections limiting working hours. Despite technological advances that have freed knowledge work from specific locations and times, outdated industrial-era practices like presenteeism and clock-watching persist in our workplaces. We've remained tethered to these antiquated norms even though they no longer serve our needs. The pandemic forced a reevaluation of these assumptions, revealing that work can happen effectively anywhere. Flexible work isn't simply about working from home-it's a fundamental mindset shift. While 76% of knowledge workers want location flexibility, an even more significant 93% desire schedule flexibility. This desire crosses all demographics including age, gender, race, and geography. True flexibility isn't just about avoiding the office with a calendar full of back-to-back Zoom meetings-it's about giving people autonomy to coordinate their schedules with family needs, take breaks, and work when they're most productive. The most successful approach is what the authors call "Digital-First"-not simply office-centric work with remote options, not just location flexibility, and not eliminating in-person work entirely. Rather, Digital-First flips the traditional paradigm: instead of digital tools supplementing in-person work, in-person interactions supplement a primarily digital workflow.

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『フランク・ワーク：新しい働き方の教科書』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

The Competitive Edge of Flexible Work

Flexible work arrangements provide organizations with three fundamental competitive advantages that significantly impact business performance and market position. First, it dramatically enhances talent acquisition capabilities - consistently rated as the top strategic concern among CEOs worldwide. By eliminating geographical boundaries, companies can access a vastly expanded talent pool across different time zones and regions. Dropbox's experience proves this conclusively - after implementing their "Virtual First" flexible model, they saw applications triple and notably improved candidate quality. Similarly, GitLab reports accessing talent in over 65 countries, giving them unprecedented access to specialized skills. Second, flexible work has emerged as a powerful retention tool, with workplace flexibility now ranking second only to compensation in driving job satisfaction. This is particularly crucial for the estimated three-quarters of workers who have caregiving responsibilities. Companies like Microsoft have reported 87% employee satisfaction rates with flexible arrangements, translating to a 15% reduction in turnover. The impact is especially pronounced among millennials and Gen Z workers, with 80% indicating they would change jobs for more flexible options. Third, flexible work drives superior business results through multiple channels, despite initial leadership skepticism about productivity. Research consistently demonstrates that flexible work enhances productivity - particularly schedule flexibility, which yields an average 30% productivity boost. The US Patent and Trademark Office's experience is telling: they saw a 4.4% productivity increase post-flexibility implementation, with maintained quality standards and significantly improved employee engagement scores. Similarly, American Express reported a 43% increase in productivity among their flexible teams. Customer engagement metrics show equally impressive gains. Slack's analysis revealed that remote connections enabled sales teams to conduct 20% more client meetings per day. Salesforce documented 25% higher C-level executive attendance in virtual meetings compared to in-person ones, while their sales teams reclaimed approximately two weeks of selling time annually by eliminating travel. Dell saved $12 million annually in real estate costs while maintaining customer satisfaction scores. The diversity benefits of flexible work translate directly to financial performance. Companies with above-average leadership diversity consistently outperform their peers, achieving EBIT margins 9 percentage points higher and innovation revenue 19 percentage points higher than less diverse companies. Organizations like Unilever have leveraged flexible work to increase women in management positions by 40%, directly correlating with improved market performance. Despite this compelling evidence, many organizations continue to resist adoption due to status quo bias - the tendency to default to familiar practices even when acknowledging their inefficiencies. As Slack CEO Stewart Butterfield observed, executives readily acknowledge problems like meeting inefficiencies but "literally do nothing" to improve them, caught between recognizing the need for change and resistance to implementing new systems. This resistance persists even as companies like Twitter, Square, and Shopify report sustained success with flexible models, suggesting that overcoming this institutional inertia represents a significant competitive opportunity.

第4章

Implementing Flexible Work: Principles and Guardrails

Successfully implementing flexibility requires alignment around a clear purpose-the WHY behind flexible work. Purpose-driven organizations perform better, with higher growth rates and stronger innovation capabilities. At Slack, leadership defined their purpose through key questions: Do we want access to the best, most diverse talent? Will employees continue to demand flexibility? Do we want the agility that comes with being Digital-First? Once the purpose is established, organizations need principles-not tactical instructions but mindsets required for transformation. Rather than imposing one-size-fits-all solutions, principles act as a North Star, allowing teams flexibility in execution while maintaining alignment. When the Royal Bank of Canada (RBC) shifted its 86,000 global employees toward flexible work, they created five "enterprise principles" to guide implementation across diverse work requirements. Their principle "Proximity still matters" established boundaries while maintaining flexibility, ensuring teams could occasionally gather in person while allowing employees to determine their own commuting tolerance. Flexible work arrangements historically come with career penalties despite proven effectiveness. Without intentional guardrails, companies risk creating greater opportunity divides between those who choose flexibility and those who don't. Research from Stanford's Nicholas Bloom showed that remote workers had 50% lower promotion rates despite equal or better productivity. Effective guardrails ensure flexible work is respected and actually unlocks talent rather than suppressing it. For example, when executives say one thing but do another-like gathering in the boardroom while everyone else dials in-they undermine the entire strategy. At Atlassian, executives follow "stricter rules," limiting office visits to once weekly and in-person executive meetings to quarterly. Slack implemented "executive speed limits" where leaders commit to three or fewer days in the office.

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
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ライブラリを保存して、どの端末からでも利用

第5章

Team-Level Agreements: The Framework for Success

When companies like Apple and Google announced rigid return-to-office policies requiring employees to work in-office specific days each week, they faced immediate backlash. These approaches fail because they offer "faux flexibility" that appears flexible without providing what employees truly want-autonomy and choice-and they communicate a fundamental lack of trust in teams to determine their own optimal working arrangements. Team-Level Agreements (TLAs) translate organization-wide principles and guardrails into practical, everyday actions. They establish expectations for how team members will work together, addressing critical questions about maintaining equity when everyone works in different places and schedules. TLAs provide the structure within flexibility that most workers desire-nearly two-thirds of knowledge workers want a balance between flexibility and a predictable framework rather than rigid schedules or complete lack of structure. When creating TLAs, teams should start with values rather than rules that limit flexibility. Instead of debating requirements like minimum office days, begin by asking what team members value in their working environment. Teams should establish "core collaboration hours"-typically a 3-4 hour timespan when members are available for meetings and feedback. This approach supports "bursty" communication (alternating between high activity and silence), which research shows characterizes successful teams, while allowing individuals flexibility around their preferred work times and focus periods. Better meeting hygiene is essential for flexible work success. Teams should rethink their meeting culture using frameworks like Dropbox's "Three D" model: debate, discuss, decide (plus development). If a meeting doesn't accomplish at least one of these purposes, communication should happen another way. Teams should consider video fatigue and establish norms like "no video for one-on-ones or afternoon meetings" to create equity for those without ideal home office setups.

第6章

Experimenting Your Way to Better Work

Implementing flexible work requires systematic experimentation and continuous learning, as demonstrated by several leading organizations' experiences. Genentech's journey offers particularly valuable insights. Their initial 2018 program focused too narrowly on location flexibility rather than schedule flexibility, limiting its appeal. Despite having robust data showing employee preference for flexibility and documented team successes, adoption remained limited to about 300 people on their 10,000-person campus. This resistance came primarily from the "frozen middle" - mid-level leaders who couldn't envision success beyond traditional workplace structures. The forced experiment of the pandemic generated compelling evidence that convinced even the most skeptical research scientists when they witnessed measurable positive effects on both productivity and engagement metrics. Building momentum for flexible work requires questioning established workplace norms rather than relying on top-down mandates. IBM's "Work From Home Pledge" exemplifies this approach, emerging organically from employee conversations about work-life integration, not as an executive directive. The pledge included specific commitments like "I will be family sensitive" and "I will support flexibility for personal wellbeing." When IBM's CEO publicly embraced the employee-created pledge, he signaled both practical support and alignment with cultural values, demonstrating how bottom-up initiatives can drive organizational change. Since there's no universal blueprint for flexible work, organizations must create cultures of experimentation and knowledge sharing. Design Thinking provides a structured framework for this process through five key phases: • Empathize: Understand challenges through comprehensive surveys, listening sessions, and employee feedback forums • Define: Create specific problem statements from people's perspectives, identifying pain points and opportunities • Ideate: Generate multiple potential solutions through collaborative workshops and cross-functional teams • Prototype: Test methodologies with pilot teams, gathering real-time feedback and adjusting approaches • Test: Execute small-scale changes and measure results using both quantitative and qualitative metrics These phases form a continuous learning loop rather than a linear process, allowing organizations to iterate and improve their approach based on evidence and experience. Leaders should embrace transparency rather than sequestering ideas and decisions, as information vacuums breed distrust and resistance. Regular communication about both successes and challenges helps build credibility and engagement. Managers play a crucial role in successful change implementation and need to understand both business imperatives and personal motivations for flexible work. Engaging managers through thought-provoking questions rather than directives creates stronger buy-in for new ways of working. Examples include asking "What would make flexible work successful in your team?" and "How might we measure productivity differently in a hybrid environment?" Organizations should also establish clear metrics for success, including both traditional business measures and newer indicators like employee wellbeing and work-life satisfaction. Regular pulse surveys, productivity data, and engagement metrics can help track progress and identify areas for improvement. Creating forums for sharing best practices and lessons learned across teams accelerates the learning process and helps scale successful approaches.

聴きながら、すべての言葉を目で追えます

『フランク・ワーク：新しい働き方の教科書』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

Creating Connection in a Digital-First World

When MURAL secured $118 million in Series B funding during COVID lockdown, they faced the challenge of celebrating virtually. Instead of traditional gatherings, they created an immersive "2020 MURAL World Tour"-a virtual journey with themed Zoom backgrounds, physical props sent to employees' homes, and interactive activities at each "destination." The event successfully connected their global team through intentional design rather than physical proximity. Despite research showing flexible work improves connection, many still cling to the belief that office spaces are essential for building relationships. This perspective typically comes from those who have already succeeded in traditional office culture and resist questioning whether it was truly effective for everyone. Companies have invested heavily in office real estate-nearly $500 billion annually in the US alone-with elaborate perks and amenities to make offices attractive. Flexible work requires reconceptualizing the "workplace" as a network of equally important forums rather than just a physical building. Digital space should become the new headquarters-the primary place where people access information, opportunity, and each other regardless of location or time. This requires intentional selection of digital tools beyond just video conferencing: collaborative platforms for brainstorming, document co-creation tools, and dedicated social channels. Companies that are early technology adopters see twice the sense of belonging among employees compared to technology laggards. Physical offices aren't disappearing, but their purpose is evolving. Traditional offices filled with assigned desks that often sit empty need redesigning to support experiences people actually want. With four times as many people preferring office space for team interactions rather than quiet work, organizations should shift their space allocation. As Joseph White from MillerKnoll notes, many offices are evolving from "80% assigned individual workstations and 20% unassigned team collaboration spaces" to "20% unassigned spaces for individual focus and 80% assigned spaces for team collaboration."

第8章

Developing Leaders for the Flexible Future

The early 2020s marked a profound shift in people management, revealing deep fractures in traditional leadership approaches. Middle managers were 46% less satisfied than senior managers, struggled twice as much with belonging, and felt more stressed and less productive. This disruption exposed an existing problem: managers lacked the skills to lead complex teams of knowledge workers in increasingly distributed environments. Research from Gallup showed that 70% of the variance in team engagement was tied directly to manager effectiveness, highlighting the critical importance of leadership adaptation. The conventional view of managers as clock-watchers and task-masters has become obsolete in today's knowledge economy. Instead of Henri Fayol's 1916 "Five Functions of Management" (planning, organizing, commanding, coordinating, and controlling), today's managers must embrace a more nuanced approach: inspire trust through transparency about purpose and expectations; create clarity on responsibilities through direct feedback; and unlock potential through equitable practices. Companies like Microsoft and Salesforce have redesigned their management training programs to emphasize these modern leadership competencies. Leaders must communicate effectively even when they don't have all the answers, as saying nothing leaves room for employees to create their own narratives - often more negative than reality. During periods of uncertainty, successful managers increase communication frequency by 40%, even if just to acknowledge uncertainty. Empathy has emerged as another critical skill - IBM trained 30,000 managers on it during the pandemic, resulting in a 22% increase in team performance scores. Managers should facilitate regular team discussions about flexible work challenges, sharing their own experiences to model vulnerability and create psychological safety. A valuable tool gaining traction is the "personal operating manual" (POM) - detailed documents explaining someone's communication style, preferences, and work habits. POMs complement Team-Level Agreements by explicitly communicating how individuals work best in flexible environments. These documents typically cover preferred communication channels, optimal meeting times, decision-making approaches, and stress response patterns. Companies like Gitlab and Buffer have made POMs standard practice, with managers leading by sharing their POMs first to demonstrate vulnerability and set expectations. Managers must also create a culture that accepts mistakes as learning opportunities, striking a balance between addressing issues and avoiding blame. As Stanford professor David Kelley notes, making new mistakes means learning new things. Progressive organizations implement "blameless post-mortems" after project failures, focusing on systemic improvements rather than individual fault. Companies like Google and Amazon have formalized this approach, requiring managers to celebrate "intelligent failures" that advance organizational learning. The most successful modern managers act more as coaches than controllers, spending 60% more time on development activities than their peers. They create environments where distributed teams can thrive by establishing clear expectations while providing autonomy, regular feedback, and growth opportunities. This shift requires ongoing investment in management development, with leading organizations spending 30% more on leadership training than industry averages.

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Measuring What Matters: Outcomes Over Activity

The shift to flexible work demands new approaches to measuring performance. When executives ask, "How will we know if people are really working?", the counterquestion should be: "How did you know they were working when they were in the office?" This fundamental challenge reveals how many traditional management practices were based on assumptions rather than evidence. Traditional productivity measures like office attendance, "managing by walking around," and monitoring desk time have always been flawed, especially for knowledge work. An employee could appear productive by attending meetings, responding to emails, and being visible at their desk, while accomplishing little of real value. Flexible work simply makes these outdated approaches impossible. The reality is that physical presence never guaranteed productivity-employees could always appear busy while shopping online, messaging friends, or browsing news. Some studies even suggest that in-office workers spend an average of 2.8 hours per day on non-work activities. Flexible work often triggers trust issues, with leaders questioning whether remote workers are actually working. This anxiety has led to a surge in monitoring tools and surveillance software, but these solutions create more problems than they solve. Monitoring tools fail because employees can find workarounds (like using mouse jigglers or running multiple screens) and monitoring only tracks activity, not effectiveness. The "Doom Loop" emerges when monitoring leads to meaningless metrics, which leads to box-checking behaviors or avoidance, causing talent attrition and loss of trust, which triggers more monitoring. Companies like IBM and Yahoo previously tried forcing remote workers back to offices, only to face increased turnover and decreased morale. Modern work demands shifting from activity-based measures (hours worked, keystrokes logged) to outcomes-based evaluation (results delivered), focusing on quality of work rather than quantity of hours. This means setting clear objectives and key results (OKRs), establishing project milestones, and measuring actual impact on business goals. The "Boom Loop" builds trust through clear shared goals and giving people support and space to meet them. Companies like Microsoft and GitLab have successfully implemented outcome-based frameworks that focus on deliverables rather than desk time. Success in business requires measuring both financial outcomes and people metrics. While Fortune 500 and Inc. 5000 lists track revenues and growth, they reveal nothing about how companies achieved these results or the sustainability of their practices. In a flexible environment, success must encompass both business outcomes (revenue, profitability, market share) and drivers of long-term performance (employee engagement, customer satisfaction, innovation metrics, team collaboration effectiveness). Leading companies like Salesforce and Atlassian now include metrics like employee well-being, team psychological safety, and knowledge sharing in their performance dashboards. Organizations that successfully transition to flexible work typically implement a balanced scorecard approach, measuring not just what gets done, but how it gets done. This includes tracking project completion rates, customer feedback, peer reviews, skill development, and contribution to team goals. The most effective systems combine quantitative metrics with qualitative assessments to create a more complete picture of performance and value creation.

第10章

Transforming Lives Through Flexible Work

Flexible work represents the future for compelling business reasons that extend far beyond simple convenience. Organizations are discovering that employees not only demand this flexibility but thrive within it. Companies gain significant competitive advantages by expanding their talent pools beyond traditional geographic boundaries, accessing skilled professionals who might otherwise be unavailable. This geographical freedom has proven especially valuable in specialized fields where local talent may be scarce. The inclusivity benefits are particularly noteworthy. Flexible work creates a more level playing field by accommodating diverse needs and circumstances. Parents can better balance childcare responsibilities, individuals with disabilities can work from accessible environments, and those with caregiving duties can maintain professional careers while meeting family obligations. This flexibility has revolutionized how teams learn and collaborate, with many organizations reporting that virtual training sessions and digital collaboration tools have actually increased participation and engagement compared to traditional in-person formats. Companies implementing flexible work policies are seeing measurable improvements in key metrics. Organizations report reduced turnover rates, higher employee satisfaction scores, and improved productivity. For example, studies show that companies offering flexible work options experience up to 25% lower attrition rates and 20% higher engagement levels compared to those maintaining rigid traditional structures. The personal impact of flexible work extends far beyond professional outcomes. Brian's story exemplifies how flexibility can transform work-life balance after years of struggling with long commutes and missed family dinners. His ability to coach his daughter's soccer team while maintaining executive-level responsibilities would have been impossible under traditional work arrangements. Sheela's experience highlights how flexible work provides an alternative to the unsustainable "always-on" corporate culture that drives many talented professionals from their careers. By allowing her to structure work around her peak productivity hours, she maintained her leadership role while preserving her well-being. Helen's story particularly resonates with modern parents. The flexibility to share childcare responsibilities equally with her spouse challenged traditional parenting roles where one partner typically becomes the primary caregiver by default. This arrangement allowed both parents to maintain their career trajectories while being present for their child's early years. These personal narratives illuminate how flexible work acknowledges the full humanity of employees. The pandemic-forced experiment in remote work revealed that trusting people with autonomy over their work arrangements often leads to better outcomes for both individuals and organizations. Rather than viewing the future of work through the lens of returning to pre-pandemic norms, progressive organizations are seizing this opportunity to build more sustainable and human-centric work models. This involves creating thoughtful frameworks that balance flexibility with accountability, ensuring that teams remain connected and aligned while working in ways that best suit their individual circumstances. The transformation extends to organizational culture as well, with companies developing new approaches to maintaining connection and community in hybrid environments. This includes reimagining everything from onboarding processes to team building activities, ensuring that flexibility doesn't come at the cost of organizational cohesion.

★★★★★

『フランク・ワーク：新しい働き方の教科書』の要約を最後まで読み終えました

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『フランク・ワーク：新しい働き方の教科書』の要約の主要テーマ

digital-first collaboration
asynchronous work models
schedule autonomy
distributed team management
workplace inclusivity

『フランク・ワーク：新しい働き方の教科書』の要約の名言集

Flexible work isn't just a pandemic-era accommodation—it's a competitive advantage.
Our traditional 9-to-5 work model is a relic of the past.
Flexible work isn't simply about working from home—it's a fundamental mindset shift.
Purpose-driven organizations perform better.
Proximity still matters.

『フランク・ワーク：新しい働き方の教科書』の要約の登場人物

Brian ElliottAuthor and leader of Slack's Future Forum
Sheela SubramanianAuthor and leader of Slack's Future Forum
Helen KuppAuthor and leader of Slack's Future Forum

著者について

ブライアン・エリオット、シーラ・スブラマニアン、ヘレン・カップは、Slackが資金提供するコンソーシアム「Future Forum」のエグゼクティブリーダーであり、ウォール・ストリート・ジャーナルおよびUSAトゥデイのベストセラーとなった『How the Future Works: Leading Flexible Teams to Do the Best Work of Their Lives』の共著者です。本書は、職場環境のダイナミクスを再構築する彼らの専門知識を融合させ、柔軟でデジタルファーストなワークモデルを導入するための実践的な戦略を提示しています。

元Google幹部でスタートアップCEOの経験を持つエリオット、グローバルマーケティングの革新者であるスブラマニアン、そしてプロダクト戦略のリーダーであるカップは、フォーチュン500企業やシリコンバレーのスタートアップでの経験を活かし、パンデミック後の労働力の需要に応えています。

リーバイス（Levi Strauss & Co.）、ジェネンテック、IBMなどの組織との提携を通じて検証された彼らのリサーチ主導のアプローチは、生産性と従業員の自律性のバランスを保つためのフレームワークを確立しています。

本書は、Future Forum独自のデータと100社以上のケーススタディを組み合わせ、ハイブリッドワークを舵取りするリーダーにとっての必読書となりました。その実践的な洞察は高く評価されており、2022年の出版以来、現代のチームマネジメントに関する最も引用されるリソースの一つに数えられています。

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ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第10章

『フランク・ワーク：新しい働き方の教科書』の要約

『フランク・ワーク：新しい働き方の教科書』の要約の概要

『フランク・ワーク：新しい働き方の教科書』の要約をさまざまな学習スタイルで探る

The Future of Work Is Flexible: Reimagining How We Collaborate

Breaking Free from Industrial-Era Work Models

聴きながら、すべての言葉を目で追えます

The Competitive Edge of Flexible Work

Implementing Flexible Work: Principles and Guardrails

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

Team-Level Agreements: The Framework for Success

Experimenting Your Way to Better Work

聴きながら、すべての言葉を目で追えます

Creating Connection in a Digital-First World

Developing Leaders for the Flexible Future

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

Measuring What Matters: Outcomes Over Activity

Transforming Lives Through Flexible Work

『フランク・ワーク：新しい働き方の教科書』の要約を最後まで読み終えました

『フランク・ワーク：新しい働き方の教科書』の要約の主要テーマ

『フランク・ワーク：新しい働き方の教科書』の要約の名言集

『フランク・ワーク：新しい働き方の教科書』の要約の登場人物

著者について

フランク・ワーク：新しい働き方の教科書の要約をダウンロード

他のユーザーのお気に入り

『フランク・ワーク：新しい働き方の教科書』の要約についてのよくある質問

What is How the Future Works about?

Who should read How the Future Works?

Is How the Future Works worth reading?

What are the key concepts in How the Future Works?

もっと見る

BeFreedは好奇心旺盛な仲間が集うグローバルコミュニティ

『フランク・ワーク：新しい働き方の教科書』の要約をさまざまな学習スタイルで探る

The Future of Work Is Flexible: Reimagining How We Collaborate

Breaking Free from Industrial-Era Work Models

聴きながら、すべての言葉を目で追えます

The Competitive Edge of Flexible Work

Implementing Flexible Work: Principles and Guardrails

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

Team-Level Agreements: The Framework for Success

Experimenting Your Way to Better Work

聴きながら、すべての言葉を目で追えます

Creating Connection in a Digital-First World

Developing Leaders for the Flexible Future

『フランク・ワーク：新しい働き方の教科書』の要約をもっと深く楽しむ

Measuring What Matters: Outcomes Over Activity

Transforming Lives Through Flexible Work

『フランク・ワーク：新しい働き方の教科書』の要約を最後まで読み終えました

他のユーザーのお気に入り

もっと見る