Index
Note: Page numbers followed by “t” indicate tables.
accelerated leadership development, 27–28
adaptability, rapid, 82
“adventure kits,” 73
advertising, 37–38
advisory boards, 68
affinity networks, 128
agility, 66
definition of, 85
feedback and, 97
vs. hand-holding, 79–99, 81t, 143t
learning programs and feedback systems that grow, 93–98
leveraging to build modern organizations, 87–90
“Agility: The Ingredient That Will Define Next Generation Leadership,” 85
Agrarian Age, 35
ambiguity, ability to deal with, 66
annual performance reviews, 89, 90, 97
assembly line approach, 36
assimilation, 121–22
attention span, 84
attitudes, shifting, 125, 129, 130, 134
authentic intention, 109
authenticity, 108, 109, 133, 135, 144
authority issues, vs. respect redefined, 117–37, 119t, 144t
automation, 38
autonomy, 121
Baulerlein, Mark, 2
behaviors, reinterpreting, 33–40, 35t, 53–58, 55t, 81t, 103t, 119t, 142, 143–44t
bench strength, lack of, 7
biases, unconscious, 127
big picture, 56
billable hours, focus on, 48
boomers, 8, 11, 13, 17, 25t, 26–27, 39, 68, 82–83, 120–22
Branson, Richard, 132–33
Bridges, Moziah, 53
bureaucracy, 42
business goals, 46
business mission, 107, 108, 114, 141
business vision, 108
calling, 85. See also purpose seeking
cascaded culture, 133
CEOs, 129
champions, 31–32, 46, 76–77, 136
10-minute champion, 51, 52, 76–77, 99, 116, 136
change champions, 8–10
choice, 47
Civil Rights Act, 57
civil rights movements, 26
class, 28
climate change, 105
cognitive work, 10–11, 30, 38, 40, 50, 66, 123
collaboration platforms, supportive, 72–73
collaborative spaces, 42
college costs, 26–27
college education, 28, 37, 123
command and control approach, 4, 56, 120, 121, 122, 129, 130. See also authority issues; hierarchy
communication skills, 30
transparent, 129–30
between workers, 30–31
community
community ties, 116
companies, trust in, 60
contributing, 129
core knowledge, loss of, 7
corporate actions, 114
corporate culture, entrepreneurial spirit and, 65
corporate irresponsibility, 105
corporate jobs, risk of, 104
corporate social responsibility, 112–15, 141
corporate social responsibility culture, 106–7
Corporate Strategic Innovation Group, 71
corporations, investing in community, 110–12
costs, due to turnover, 6–7
course-correction needs, feedback and, 85–87, 97, 99
coversity conversations, 136
coversity culture, 131–32
coversity networks, 126–27, 144
embracing, 133–35
promoting, 125
cross-functional connections, facilitating, 76
cross-functional team leadership, 66
crowdsourcing, 86, 88, 95, 129
cubicle layouts, 42
cascaded, 133
corporate, 65
corporate social responsibility, 106–7
coversity, 131–32
culture-building, 19
“Innovate Everywhere,” 71–72, 73
intrapreneurial, 64–75
modern, 13, 51, 75–76, 98–99, 115, 135–36
team, 70
Culture of Good, 108–10
Damiani, Angela, 110–12
data. See information
debt, 27
Degreed, 94
Deloitte, 105
demographics, 25–26
desegregation, 57
design language, developing, 46–47
digital distractions, 10
digitally enabled learners, 91–94
digital productivity interventions, 52
digital technology, 10, 24, 29–30, 38, 79, 114, 123–24, 142
disruptive nature of, 97
gap created by, 7–8
impact of, 84–85
discomfort, emphasized, 72
discrimination, 21–22
disengagement, 142
disloyalty, vs. purpose seeking, 101–16, 103t, 144t
disparity, favoritism and, 48
disruption, 142
diversity, 26, 28–29, 31, 69–71, 123–26
emphasized, 72
respect for, 124–25
in work environments, 46, 121–22
diversity programs, 126–27
dual-income houses, 39
effectiveness, redefining, 139
effort, 35
egalitarian relationships, 38–40, 50
e-mailing, 85
employee-company relationship, 87–88
employee engagement, 6
autonomy of, 109
employee choice, 109
employee development, 109–10
empowering, 110
expectations of, 114
involvement of, 108
trust in, 44
employment, routine vs. nonroutine, 30, 30t
end-of-chapter assessments, 13, 51, 75–76, 98–99, 115, 135–36, 142
definition of, 56
vs. entrepreneurial spirit, 53–58, 55t, 143t
entrepreneurial spirit, 29–30, 35, 58–59 See also intrapreneurial culture
corporate culture and, 65
vs. entitlement, 53–58, 55t, 143t
vs. entrepreneurship, 65
leveraging to build modern organizations, 58–68
technology and, 61
entrepreneurship, 7
vs. entrepreneurial spirit, 65
equality, 123
Ernst & Young, Global Generations: A Global Study on Work-Life Challenges, 38–39
ethnic and gender equality, battle for, 26
Evan, 53
events, formative, 25–29
experiences, vs. material goods, 61–63
experimentation, 70
Facebook, 129
face-to-face communication, 30
failure, accepting, 70
favoritism, disparity and, 48
asking for, 79–80, 82–83, 87–89, 97, 99
as avenue for learning and growth, 97
course-correction needs and, 85–87, 97
feedback systems, 97–98
frequent, 97
instantaneous, 83
as learning, 87–88
ongoing, 89–90
as performance management, 87–88
Ferreira, Stacy, 53
financial contributions, 106, 108
flexibility, 49–50
flexible hours, 55
flexible work environments, 144
work-life flexibility, 38–40, 42
workplace flexibility, 40, 41, 50, 141
workspace flexibility, 49–50
Fojut, Jeremy, 111
follow-through, 73
FOMO (fear of missing out), 60–63
Ford, Henry, 36
formative events, 23–25
Fortune 500 businesses, 107
forums, 70
freelance mentality, 61
free time, 66–67
fulfillment, changing idea of, 60–63, 66
fund-raisers, 106
Gallup, 5–6
Gandhi, Mahatma, 117
gender equality, 38–40, 57, 122
gender networks, 127
generational science, 23–25
generational socioeconomic trends, 26–27, 27t, 31
generation gap, 31
generation(s)
sizes of, 25–26
generations network, 126
Generation University, 33, 131–32, 134
generation X, 2, 8, 11, 13, 17, 25t, 26–27, 79, 82
generation Y, 25t
generation Z, 1, 7–8, 11, 27–29, 54, 58, 60–61, 79
global challenges, 105–6
global companies, corporate social responsibility in, 112–13
globalization, 24, 29, 30, 123
global phenomena, 24
global relationships, 88
goal-orientation, 43–44, 49, 52
goals, 58
(re)designing work structure to enable, 48–49
as focal point, 46
Goethe, Johann Wolfgang von, 17
good, doing, 108 (see also social good)
Goryachev, Alex, 71–72
grassroots power, 72
Great Recession, 28, 59–60, 101, 105
group resources, organizing, 99
grunt work, 42
hand-holding
agility, 81t
hard work, 49
perception of, 35
hardworking, definition of, 33–34
helicopter parents, 28
hierarchy of needs, 106–7, 114
hiring gaps, 48
Howe, Neil, Millennials Rising: The Next Great Generation, 2
“How Modern Is Your Culture” self-assessments, 13, 51, 75–76, 98–99, 115, 135–36, 142
Huntsman, Jon, 44–45
ideas finding and spreading, 69
generation of, 76, 99, 116, 137
integrating new, 128
sharing of, 66
“virtual investing” in, 73
Illinois Commerce Commission, 66
immediacy, 102
need for, 84–85
impact, desire to have and, 103t
inauthenticity, 129
income, 26
income background, 28
income inequality, 105
Industrial Age, 36
inflation, 26
information, 29, 31, 79–80, 121
access to, 82
external, 88
flexible methods to deal with, 42–43
information overload, 42–43, 87, 97
quantity of, 82
turning into ideas, 70
information technology departments, 88–89, 97
Innovate Everywhere Challenge, 73
“Innovate Everywhere” culture, 71–72, 73
innovation, 66, 67, 76, 123, 125, 142
Innovation Centers, 73
innovation labs, 68
insight, providing, 76
insight-driven learning, promoting, 92
inspiration, 116
internal subject matter expert communities, 68
the Internet, 4–5, 24, 29, 30, 121, 123, 124, 127
interns, 30
intranets, 129
intrapreneurial culture, building, 64–75
intrapreneurial programs, traditional, 68, 71
intrapreneurship, 68–75
Invati Consulting, 33
Jackie, 84
key trends, 25–29
Klein, Joe, 124
Kleiner, Art, The Age of Heretics, 122, 139
Kleinhart, Jared, 53
knowledge, 121
access to, 83
crowdsourcing, 88
knowledge sharing, 123
loss of core, 7
knowledge workers, 38
labor, cheap, 38
laziness, 33–37
definition of, 33–34
vs. productivity redefined, 33–52, 35t, 143t
leaders, 8–9
building relationships with, 62
respect for, 134
leadership development, 68
accelerated, 27–28
leadership pipeline, lack of, 6
leadership styles, inclusive, 122
lean manufacturing, 36
learner personas, 95–96
building, 94–96
learners
digitally enabled, 91–94
understanding, 94–96
learning, 29, 66, 144. See also training
access to, 88–89
feedback as, 87–88
modernizing, 95–96
ongoing, 141
self-directed, 83
technology and, 29
“ultra-learning,” 91–94
learning & development departments, 88–89, 94–96
learning & development infrastructure, 97
Learning Clusters, 95
learning programs, designing and modernizing, 94–98
Learning Touchpoints, 95
“library”-style spaces, 42
life stages, 104
LinkedIn, 129
live collaboration space, 14
loyalty
definition of, 101
inspiring two-way, 110–12
macro-differences, 93, 124–27, 133–34
management capability, improving, 128
management styles, 66–68, 120. See also command and control approach
evolving, 120
open, 121
manager role, evolution of, 120
managers, 8–9
manual labor, 38
manufacturing, 38. See also factories
lean, 36
mass, 35
marketing, 37–38
marriage, delay of, 26, 28, 104
Maslow, Abraham, 106–7
massive open online courses (MOOCs), 91
mass manufacturing, 35
material goods, vs. experiences, 61–63
McCarty, Ryan, 108–10
measures, modernizing, 96
mechanization, 36
mentoring, reverse, 136
Meshanko, Paul, The Respect effect, 22
metrics, 79
micro-differences, 133–34
appreciating, 136
embracing, 125
Microsoft, 46–47
millennial myths, summary of, 143–44t
Millennial Impact, 105
millennials, 25t
business case for understanding, 4–8
definition of, 1
formative events that defined, 23–25
high-performing, 10–11
inaccurate perceptions of, 19–23
negative perceptions of, 2–3, 7–8
positive change brought by, 17
rebuilding backdrop for, 17
stereotypes of (see stereotypes)
theories about, 2
understanding, 31–32
values of, 106–8
MIT Challenge, 91
modern culture, 13, 51, 75–76, 98–99, 115, 135–36
Modern Learning Design Process, 94–96
Moorehead, Scott, 108
Morse, Alina, 53
multi-generation work environment, 131–32
Net Promoter Score, 96
nonroutine cognitive work, 30, 30t, 38, 50
nonroutine manual work, 38
nonroutine work, 10–11, 30, 30t, 38, 50
nonstandard work hours, 34–35
Novak, David, 112–13
old boys’ club, 42, 83, 122, 129–30
on-boarding, accelerated, 82
online resource library, 13
online searchable knowledge systems, 96
OpenCourseWare (OCW) MIT, 91
open idea sharing, 66
open office layouts, 42
organizational change, 141, 142, 145
organizational culture, transforming, 12, 13
organizational development studies, 121
organizations
agility and, 87–90
experimenting with new structures, 125
lack of trust in, 28
millennial values and, 106–8
new definition of productivity, 41–44
redefining effectiveness in, 139
respect and, 125–26
trust in, 28
outdoor areas, 42
outdoors, time spent, 30
parental-leave policies, 39
parental marital status, 26
Penrod, 111
pension plan, 59–60
Pentland, Alex, 69–71, 74, 128
Perceived Learning Value (PLV), 96
performance, 80
performance management, 86, 87–88, 89–90, 97
personal productivity guide, 52
Post-Program Learnings, 33
potential, maximizing, 58–59
digital productivity interventions, 52
diverse work environments to fuel, 46
generating, 41
increasing, 50
vs. laziness, 33–52, 35t, 143t
maximizing, 41
personal productivity guide, 52
redefining, 33–52
“superficial,” 40
professional development, 93–96
public sector, work hour experimentation in, 44–45
purpose seeking, vs. disloyalty, 101–16, 103t, 144t
questions, asking of, 54, 56–57, 61–63, 65, 68, 74–75, 81–82, 128
race, 26, 28, 135. See also ethnicity
racial equality, 122
recession, 26, 28, 59–60, 83, 85, 101, 105
recruiting, 55
Redmond, Washington, 46–47
relationship building, 86
relationship skills, 30
resource library, online, 13
resources
scarcity of, 105
vs. authority issues, 119t, 144t
building through social media, 132–34
leveraging to build modern organizations, 125–26
redefining, 119t, 128, 129, 130, 134, 144t
shifts in concept of, 128–29
responses, immediate, 85
responsibilities, 104
retention, 101
retirement, 59–60
return on community (ROC), 111
reverse mentoring, 136
robots, 38
routine manual labor, 30, 30t, 38
safe spaces, 70
scalability, 108–9
scandals, 123
scientific management, 121
search algorithms, 88
self-advocacy, 59
self-assessments, 13, 51, 75–76, 98–99, 115, 135–36, 142
sharing thoughts, 129–30
silent/traditionalist generation, 25t, 26
single-parent homes, 26
Six Sigma, 36
skills, 92
social campaigns, 30–31
The Social CEO, 129–30
social good, 105–6, 108, 114, 144
building a presence, 137
building respect through, 132–34
social media presence, 137
unintended impact of, 3–4
social responsibility programs, 107, 108, 114–15
social validation, 84
socioeconomic trends, 26–27, 27t, 31
statistics, 25–29
stereotypes, 12, 15, 21–23, 24
strategic thinking, 62
Strauss, William, Millennials Rising: The Next Great Generation, 2
SuccessFactors, 103–4
summary guides, 14
decreased access to, 8
modern, 29
purpose seeking by, 105–6
respect for tenure and age, 124
team culture, positive, 70
team projects, goal-orientation in, 52
technology, 31, 38, 42, 60. See also digital technology
benefits and challenges of, 20–21
entrepreneurial spirit and, 61
impact of, 29–30
interactive, 56–57
learning and, 29
television, 123
10-minute champion, 51, 76–77, 116, 136
10-minute champion idea space, 14
texting, 85
tools, 13
traditional 9 to 5 companies, perceived as risky, 60–61
traditional corporate track, 59–60
traditional jobs, risks of, 104, 105
training, 49, 83, 92, 93–96. See also learning
lack of, 48
limited resources for, 86
training departments, 88, 97. See also learning & development departments
Training Design Strategies, 94
training programs, 128, 131–32
transparency, 56–57, 114, 123, 124–25, 129, 134
trends, 26–27, 27t, 31, 141–42
in companies, 60
in employees, 44
lack of, 142
in organizations, 28
turning around through a cultural movement, 108–10
Twaronite, Karyn, 39
Twenge, Jean, 2
Twitter, 129
“Uber-izing,” 142
“ultra-learning,” 91–94
underemployment, 26
unemployment, 26
unions, 36
University of the Pacific, 131–32
Utah, 44–45
values, 106–8
virtual platforms, 144
voices, sharing, 29–30
VUCA (vola?tile, uncertain, complex, ambiguous) business environment, 30, 82–83, 86, 97
vulnerability, 133
Welch, Jack, 15
West Wisconsin Avenue revitalization, 111
wiki, 14
work
changing type of, 30
communication at, 30–31
compartmentalizing, 104
how people work, 47
routine vs. nonroutine, 30
work arrangements, flexible, 62
work environments, 41
designing workspaces, 46–47
diverse, 46
emulating, 92
fueling productivity in, 46
mix of work spaces, 42
modernization of, 15
outdoor areas, 42
workspace flexibility, 49–50
workers
communication between, 30–31
interaction between, 30–31
workers’ rights, 36
Workforce 2020, 103–4
work hours, 41
experimentation in public sector, 44–45
flexible, 41–42, 44, 48, 49, 55
nonstandard, 34–35
work-life flexibility, 38–40, 42
work management practices, 121
workplace breakthroughs, 141
summary of, 143–44t
workplace flexibility, 40, 41, 50, 141
workplace productivity, 19
workplace readiness, 57
work plans, 55
business mission and, 108
business vision and, 108
as discussion open to employee input, 67
free, 66–67
work spaces, mix of, 42
(re)designing work structure to enable goals, 48–49
work styles
diverse, 44
flexible, 38
“A Year Without English,” 91
YOLO (you only live once), 60–63, 64, 74
Young, Scott, 91–94
YPWeek, 111–12
Zappos, 125