Globalization Technology and Organizational Practice
Submitting InstitutionLondon Business School
Unit of AssessmentBusiness and Management Studies
Summary Impact TypeSocietal
Research Subject Area(s)
Information and Computing Sciences: Information Systems
Commerce, Management, Tourism and Services: Business and Management
Psychology and Cognitive Sciences: Psychology
Summary of the impact
Lynda Gratton has examined how the transformational forces of
globalization and technology are changing the nature of work and how
organizations can prepare for this transformation. This has been
particularly infb02uential for multinational corporations that are seeking
to become more innovative and productive in the face of the extraordinary
transformation of their external context. Gratton's research has
achieved substantial and far-reaching impact via her highly
infb02uential books and practitioner-orientated articles; its
signifb01cance is recognized by major prizes and awards from the
business community; and it illustrates the use of specifb01c channels
(Gratton's Hot Spots Movement; and The Future of Work Consortium) to
convert academic research into real-world impact.
This study refers to the work of Lynda Gratton (Professor of Management
Practice) and covers two major research projects, from 2007 to the
present, conducted at London Business School.
Gratton focused initially on the impact of globalization and technology
on the context of performance in complex teams. She then broadened the
scope to include the impact of globalization and technology on wider
organizational practices and processes. A feature of the research has been
the use of technology both to create a diagnostic platform (in the context
of the fb01rst project) and to build a collaborative platform (the second
project) to enhance co-creation and the fb02ow of insights and knowledge
between academics and executives. Here, the process of impact is
bi-directional: the eventual impact benefb01ciaries were integral to the
The first phase of the research focused on complex teams. Such teams are
crucial since they are increasingly the primary engine of knowledge-based
work and organizational performance. This initial research was funded in
part by a grant from the Singapore Ministry of Manpower and a Senior
Fellow award from the UK ESRC Advanced Institute of Management. A
consortium of executives from twenty companies was assembled. This group
met in a series of workshops. During this phase an initial high performing
team model was developed; this was subsequently operationalized into a
computer-generated team-performance diagnostic. This was used with over
200 teams with multiple stakeholder appraisal included. Two
practitioner-orientated articles dealt with the issues of managing in
complex teams ("Eight Ways to Build Collaborative Teams," Harvard Business
Review, 2007) and managing specialist teams ("Bridging Faultlines in
Diverse Teams," Sloan Management Review, 2007). With a view to achieving
reach for the fb01nal impact, broad recommendations were made for
executives in a subsequent book (Hot Spots, 2007).
The second phase of the research moved from the impact of technology and
globalization on complex teams, to a wider focus on working lives,
organizational practices and processes, and leadership. The primary
vehicle for this research was the Future of Work Research (FoW)
Consortium, launched in 2011 and running on an annual basis since then.
Over this period, teams of at least fb01ve executives from more than 60
organizations from across the world have participated. A feature of this
research has been the development of a collaborative platform that enables
executives and academics to engage in an on-going dialogue. This platform
(FoWlab) also hosts two-day intensive FoWlab conversations, whilst also
serving as a knowledge repository library. Representative publications
emerging from this phase included a broad overview of the impact of
technology and globalization ("Workplace 2025: "What Will It Look Like?"
Organizational Dynamics, 2011), and a more detailed description of the
working practices ("The Third Wave of Virtual Work," Harvard Business
Review, 2013). Once again, the intention to achieve greater reach for the
impact of the research led to an executive-focused book (The Shift,
References to the research
Hot Spots: Why Some Teams, Workplaces, and Organisations Buzz with
Energy—and Others Don't by Lynda Gratton, 2007. London: Financial
Times Prentice Hall. San Francisco: Berrett Koehler. ISBN: 978-0273711469
The Shift: The Future of Work Is Already Here by Lynda Gratton,
2011. London: HarperCollins Business. ISBN: 978-0007427956
Sample Practitioner Journal Publications
"Eight Ways to Build Collaborative Teams," Lynda Gratton and Tamara J.
Erickson, Harvard Business Review, November 2007.
"Bridging Faultlines in Diverse Teams," Lynda Gratton, Andreas Voigt, and
Tamara J. Erickson, Sloan Management Review 48(4), Summer 2007,
"The Third Wave of Virtual Work," Tammy Johns and Lynda Gratton, Harvard
Business Review, January-February 2013.
"Workplace 2025: What Will It Look Like?" Lynda Gratton, Organizational
Dynamics, 40(4), 2011.
"The Future of Work," Lynda Gratton, Business Strategy Review, Q3
2010, pp. 16-23.
Evidence of quality.
The two books are hugely successful, and have been translated into more
than fb01fteen languages. For example, in Japan "The Shift" sold over
34,000 copies in less than two months following its release; in 2013 it
went on to win Business Book of the Year Award. The Harvard Business
Review and Sloan Management Review are top-ranked practitioner outlets.
Funding sources included the Singapore Ministry of Manpower and the ESRC
Advanced Institute of Management.
Details of the impact
(a) Key Research Findings. Exploiting her human resource
expertise, the broad contribution of Lynda Gratton is to understand better
how teams (in particular, complex teams) can operate more productively in
a contemporary context; the impact is from sharing this understanding and
from providing specifb01c tools (such as the Gratton team-performance
diagnostic) to organizations.
(b) Benefb01ciaries. The potential benefb01ciaries include all
organizations that face the transforming forces of globalization and
technology. Specifb01c benefb01ciaries include the many thousands of
readers of her practitioner-accessible books, and (in the context of the
Hots Spots Movement) her clients and commercial partners. The illustrative
examples specifb01cally described in this case study are the Singapore
Ministry of Manpower, Royal Dutch Shell, Tata Consultancy Services, and
the members of the World Economic Forum; other leading client
organizations include American Express, Centrica, Cisco, John Lewis,
Microsoft, UBS, Vodafone, and many others.
(c) The Research-Impact Interaction. An important feature of this
case study is that the eventual impact of the research has been
intertwined with the research itself. The major benefb01ciaries of the
research have been integral to the research programme. Moreover, a
long-term aim of maximizing the reach of the impact was an important part
of the research publication strategy.
(d) Impact Channels. Gratton's impact has been enhanced by her
creation of channels to allow the effective communication of her research
fb01ndings to the benefb01ciaries.
Hot Spots Movement in a specialist research and consulting team,
founded by Gratton, that bridges academia and business. Gratton's research
is used to build collaborative capability for clients, and to future-proof
organizations. Hot Spots Movement has made a substantial investment into
innovative learning platforms, and offers a suite of highly focused tools
for clients' use.
A complementary channel is Gratton's Future of Work Research
Consortium, which brings to-gether the ultimate benefb01ciaries of
the research; it unites academic research and organizational practice for
its members. The associated FoWlab (Future of Work lab) platform
is an opportunity to engage employees in an informed, focused, realtime
debate. Traditionally, organizations have used surveys and focus groups,
but these approaches are time-consuming, expensive, limited to
pre-defb01ned questions, and often lack actionable solutions. In contrast,
FoWlab offers a powerful and creative alternative by providing a
facilitated space for employees to experiment with ideas in an open and
collaborative environment. It is a leading example of a jam platform: this
is an internet-based platform for conducting conversations through "wisdom
of the crowds" brainstorming. FoWlab offers opportunities to analyze the
conversations and distill the key messages.
More generally, a distinctive feature of the research process and
dissemination has been the use of social media. During the FoW consortium,
a weekly FoWville Gazette goes to all consortium members. For a wider
audience there is a frequently updated website, and a monthly Hot Spots
newsletter goes to more than 10,000 executives and academics in more than
20 countries. Gratton also contributes a blog which is posted at Business
Strategy Review, and on the Forbes site.
Recognition. Lynda Gratton's research has changed how complex
teams are managed and has helped executives to prepare for technological
transformation. This has been recognized by her positions and awards. For
example: she is on the expert panel for the Wall Street Journal; she was
(in 2008) selected by the Financial Times as a business thinker most
likely to make a difference; she was ranked (in 2011) by the Times as one
of the top 15 business thinkers; and in Human Resources magazine she
topped (in 2011) the poll for the most infb02uential thinkers.
Detailed Evidence for the Impact. Specifb01c impact is achieved
with client organizations that exploit Gratton's research. Four specifb01c
examples are reported here.
(i) Singapore Ministry of Manpower. The Ministry of Manpower
(MOM) has made extensive use of the complex team diagnostic (developed by
Gratton as part of the underpinning research) and has been a member of the
Future of Work consortium since its inception. Gratton's research on the
future of work has also been the keynote for Singapore's Human Capital
Conference on more than three occasions. Gratton has served as a Fellow of
(ii) Royal Dutch Shell. Shell was a founder a member of the FoW
research consortium. Gratton's research has been used with the human
resources and scenario planning functions to think about the future of
work at Shell. She has served as a member of their `Great Minds' panel and
has been an external member of the human resource strategy panel for the
(iii) Tata Consultancy Services. TCS, a founder member of the
Freedom of Work consortium, has extensively used Gratton's research,
particularly around complex collaboration and technology. Gratton has also
worked with the CEO of TCS on a series of work-design experiments.
(iv) World Economic Forum The WEF is the premium CEO network,
both through its councils and at its Davos meeting. Gratton has chaired
the council on the Future of Leadership. In 2013 she developed a workshop
on the Future of Work that attracted CEOs from across the world.
Sources to corroborate the impact
The Hot Spot Movement's website is www.hotspotsmovement.com.
The page /clients.html lists a selection of clients. The videos available
at /solutions.html explain Gratton's work. The blog at
lyndagrattonfutureofwork.typepad.com communicates Gratton's ideas on the
future of work.
With reference to the four specific beneficiaries described above:
(i) The head of the Singapore Ministry of Manpower (now head of the
Economic Development Board of Singapore) can be contacted to provide
(ii) Shell's worldwide head of human resources can be contacted to
(iii) At TCS, the European Head of Human Resources and has been an active
member of FoW; furthermore the CEO is also able to corroborate.
(iv) The professor responsible for the WEF can be contacted to confb01rm
Gratton's role in the WEF.