On this call Michael Tushman of the Harvard Business School discusses his recently released case study he co-authored with his colleague Kerry Herman and our very own John Winsor: Deloitte’s Pixel (A): Consulting with Open Talent.
Developing and implementing an open talent strategy—one that engages contract freelancers in a structured way within your company—is an exciting step that puts organizations out front of innovation. But it can feel like shaky territory for some parts of businesses, notably IP, legal, and other key stakeholders whose job it is to uphold the business’s integrity while pursuing innovation and growth.
Conversation about the future of work is everywhere, but who really knows what that means, and who can help guide us into that future? This is the work I’ve been doing at Open Assembly and also in my role as Executive in Residence at the Laboratory for Innovation Science at Harvard (LISH).
Businesses today exist in a radically changing marketplace. In the blink of an eye you can go from being a winner to a loser. New pressures exerted by digital technologies, globalization, cultural diversity, and the sheer variety of available digital tools force companies to rethink everything they are doing – from advertising to product innovation to staffing.
I’ve always been an entrepreneur who’s worked at the edge of innovation by launching start-ups. But I rarely see the same innovative thinking that happens at a start-up applied and integrated into larger corporate systems. Until I met Paul Estes.
We are in the midst of a radical revolution. While some call it the digital revolution it’s much bigger than that. For sure, digital technology is at the foundation of this revolution but it is only the catalyst to the change.
I do a lot of work with Mike Morris, the CEO of Topcoder, which is a talent network and crowdsourcing platform. Morris told me about an awesome and fun competition they ran last week inspired by quantum computing to solve the world’s most difficult Sudoku.