Diane Mulcahy was recently interviewed on the Ideas X People podcast where she discusses the gig economy and how to use it to your advantage.
I actually created the MBA class on the gig economy at Babson College about seven years ago, and at the time, the gig economy was not even a thing that people talked about or even were aware of. When people I used to tell people the name of the course, they would ask me if I was teaching in computer science, because they thought it was related to gigabytes. So that shows you how nascent the ideas were at the time. But as I taught the class and as the class evolved, in terms of topics, with my students, I decided to pull it all together into a book, and write the book.
‘Was that something that you were specifically interested in, or was it something that you saw there was a demand for and thought, ‘why not exploit it?’
‘I think it was both. Ever since I started working, from my first job out of college, I had a sense and a desire that I wanted to work differently, and that people in general should be able to work differently. So that was part of it. And then, part of it was, just noticing that even among my students, you know, there was a demand for these ideas and for this alternative to traditional employment.’
Key points discussed include:
- What exactly the gig economy is and why it has come to be
- Why the gig economy could actually be better than our current structure of work
- The 3 Big takeaways from Diane’s book
Listen to the full podcast, The Gig Economy. A Concise Overview On What It Is & How To Thrive In It, on Ideas X People.
Dan Markovitz provides an article that explores the ability of public US companies to operate as a wholly lean company.
Can public US companies really embrace lean? Well sure, they can deploy lean tools here and there, but the whole socio-technical system that comprises lean? I don’t think so.
Wall Street pressure for quarterly profits competes fiercely with lean principles, both inside and outside the company. Executives who take the long-term view and view employees as appreciating assets worthy of investment, rather than variable costs to be minimized, put their companies at risk of attack from outside “activist shareholders” who demand higher returns. And given how tightly senior executive compensation is tied to the company’s share prices, there’s internal pressure not to put their own wealth at risk by not pumping up the stock price. (Tom Johnson, Doc Hall, and Bob Emiliani have written extensively about this problem.)
Areas covered in this article include
- Stockholder expectations
- Toyota as an outlier
- Barriers to becoming lean
Read the full article, Can A Public Company Ever Be Lean?, on the Markovitz website.
While most companies have been focusing on lean, Dan Markovitz explains why they should stop talking about lean and move towards a more practical approach.
Lean advocates—and I consider myself one—might do better if they stop talking about lean.
Let’s face it: When executives and workers hear “lean,” not a lot of good happens. They think it’s yet another short-term management fad. Or a cost-cutting program that will lead to layoffs. Or some Japanese thing that only works for car manufacturers.
But when you look at many of the tools and concepts from the lean playbook, they’re really just good management that any leader would want to embrace.
Read the full article, We Really Need to Stop Talking about Lean, on Dan’s website.