The End of a Job as We Know It

Monday, January 30, 2012
The concept of a job, as we know it, is starting to go away. Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. Pfizer, for example, has set "increase business agility" as one of its four goals for the coming year.
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About These Analysts

David Mallon leads our research practice in Learning and Development. He studies the role and make-up of High Impact Learning Organizations - and how they are evolving to meet the changing needs of today's workforces and workplaces, including organization & governance, learning architectures, integration with talent management, working with solution providers, and globalization. Janet Clarey is senior analyst for L&D. Her areas of focus are successful applications of learning; core processes such as program management, instructional design, and content management; learning tools and technologies; and learning staff development. She writes on the changing learning landscape with the goal of helping learning professionals produce results for their organizations.


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