Human Factor magazine (India) interview with Prof. Lynda Gratton
1. What led you to academics and management research as a career? Please
take us through some highlights, and how the journey has been.
I began my work studying for a doctorate in psychology – looking specifically at
Maslow’s Hierarchy of Needs. That was the beginning of my passion for human
potential . In my next role – as Chief Psychologist for British Airways I began to see
how this played out in a large company, and then working as a partner in one of the
big consulting practices really helped me to develop a depth of understanding. So
by the time I joined the faculty at London Business School I was really keen to bridge
the ideas of academics with the challenges that executives face.
2. What factors do you attribute to the success that you have gained in this
profession? Have you had mentors you have helped you along the way?
Incidentally, Dr. Dave Ulrich lists you as amongst his favorite authors, in a
previous interview with me available on this link:
http://thehumanfactor.in/01052009/storyd.asp?sid=138&pageno=2
I think my decision to build research consortium with companies (I am now onto the
eight!) was really important to my development. Working with executives around the
world I really began to understand more deeply the issues they face. I have also
been really grateful for the conversations I have had with Gary Hamel, Dave Ulrich
and Tammy Erickson – all of whom I have known for decades and who are great
members of what in my book The Shift – I called ‘the posse’
3. Being counted as among the "Top 20 Business Thinkers in the World" and in the
top two of "HR Top 100: Most Influential", what has been the most memorable
career moment for you so far? What are some the lessons that you, in turn,
have learnt while consulting with organizations?
I have learnt a great deal over the last three decades of my working life. From my
friends at TCS, the Singapore Government, Wipro and Infosys I saw first hand the
impact of globalization in Asia. It was they who inspired me to write ‘The Shift’ From
executives in Cisco, BT and ARM I saw the impact of technology. I’ve also really
begun to understand how complex collaboration is crucial to companies – I saw this
in my case studies of Nokia and BP and they are at the heart of an earlier book ‘Hot
Spots’
4. Why is the ability to radiate ‘glow’ energy never been more important than it
is today? How can organizations create an environment where latent energy
is ignited on a daily basis?
Its crucial – the world faces some really tough challenges ahead – climate ,
those billions of people who are not members of the ‘global talent pool’ are
the two I am most interested in. We have to find a vision for the future, or a
way of describing the challenges that really resonates with people and which
they believe they can buy into.
5. What are the key HR challenges that lie ahead for global organizations in the
coming year? How are these impacted by global economic and business
shifts?
In our current research on the future of work we are focusing on the four risks that we
see companies facing right now:

Generational cohesion – how to really help the four generations at work
understand each other and support each other.

Leading in the future – what is clear is that leadership is going through a
profound change – both in terms of what we need from our leaders and how
we go about developing them.

Complex collaboration – the big issues we face will require many different
stakeholders to work together across the boundaries that separate them.

Technology and Productivity – its clear that whilst much low-end work will be
replaced by technology – the high end work will require ever more
sophisticated and specialized workers.
6. Being one of the most rapidly emerging economies in the world today, India
still ranks at 134 (out of 183 economies) in UN’s list of ‘Ease of Doing Business
In’. Why is this? What is your manifesto to Indian companies for them to
enable sustainable growth?
I am not an expert on the India economy – but talking with friends when I am over in
India ( I visit two or three times a year) they talk a great deal about corruption and
the lack of infrastructure. In 2009 I was on the judging panel of the FT/Goldman
Sachs Business Book of the Year and I really enjoyed Nilekani’s ‘Imaging India’ – and
in particular his focus on education.
7. Your latest book, The Shift: How The Future of Work Is Here Now, talks about
the forces that are reshaping the future of work. Can you share some of these
and their context with us?
Over the last two years, I have led a research consortium of 21 companies
and over 200 executives from around the world in an exploration of the look
and feel of tomorrow’s workplace. The conclusion? You will need to
manage in new ways — and sooner than you think.
In the late 18th century, the drivers of change were the development of coal
and steam power. This time around it is not the result of a single force, but
rather the subtle combination of five forces that will fundamentally transform
much of what we take for granted about work: the needs of a low-carbon
economy, rapid advances in technology, increasing globalization, profound
changes in longevity and demography and profound societal changes.
My research and conversations about the future of work have led me to
understand that the future will be less about general skills and more about indepth mastery; less about working as a competitive, isolated individual and
more about working collaboratively in a joined world; and less about focusing
solely on a standard of living and more on the quality of experiences.
8. What, in your opinion, are the skills and capabilities that organizations require
to adapt to the shift and future-proof their business?
Five areas emerged as the most important.
First, transparent and authentic leadership. In a future world of transparency
and connectivity, leaders will be looked upon to work in a collaborative
manner. We can expect their behaviors and actions to be closely scrutinized,
so their authenticity will be key. At the same time, globalization will create the
need for more complex networks and for leaders to take the initiative in
engaging with global problems and challenges.
Second, high-performing virtual teams will be ever more important.
Increasingly, work is performed across businesses, functions and organizations.
As a consequence of this cross-border working, teams often work virtually,
actually seeing each other only occasionally. Our own work on these teams
shows that many fail as they become overwhelmed by the sheer complexity
of their task. So it’s no surprise that the executives in our consortium ranked
the capacity to manage and lead high-performing virtual teams as crucial for
the future.
Third, increasingly the value of the organization will be held in its ‘social
capital’, that is, the value of the networks and relationships held within
businesses, across businesses and into the wider community and ecosystems.
Building relationships across businesses will become increasingly important in
the future as the driver of innovation will require businesses to combine assets
and resources in ever more unusual and creative ways.
The fourth elements in the organizational future are valuable relationships with
partners, consumers and entrepreneurs. Networks are not simply those that
arise within the business. Increasingly, value will be created through the
relationships held with those outside, be they partners, consumers or
entrepreneurial businesses.
And, finally, the capacity to work flexibly was seen by our consortium
members as key to the future. This flexibility is a growing competence for
companies such as BT with its ‘Follow the Sun Project’ designed to hook up
the UK and California in a continuous 24-hour operation. The project involved
new work schedules and a twice-daily transatlantic handover that has
brought high levels of continuity and customer satisfaction.
9. Name one major threat and opportunity for businesses in the coming year.
Many of the ways of working that we have taken for granted for 20 years are
disappearing — working from 9-to-5, aligning with only one company,
spending time with family, taking weekends off, working with people we have
known well in offices we go to every day. And what’s coming in its place is
much less knowable and less understandable — almost too fragile to grasp.
10. What would be your of advice to the senior management executives for them
to leverage the business opportunities available in Asia?
Asia is exciting, the people are optimistic and becoming better educated by the
year. With 12-15% growth rates it’s an extraordinarily important part of the world.
Back in 2000 my colleague Sumantra Ghoshal and I took 20 senior executives to
India to help them understand what was going on. London Business School has been
doing this ever since. I think it’s really important to spend time in Asia to understand
what is going on. In his gap year my son Christian Seiersen spent 6 months in Mumbai
and Shanghai and really got a feel for the world he will be growing up in. My advice
is – just go an experience Asia first-hand.
11. Are there any dream projects that you are looking forward to working on?
I am lucky enough to have many dream projects. Right now I am working with my
team to launch our next research consortium; leading the World Economic Forum’s
council on leadership; preparing for an elective at London Business School; and
judging the FT/Goldman Sachs Business Book of the Year. I feel very privileged to
have such an interesting life.
12. When is your next book coming out? Any subject close to your heart you want
to write about?
I am simply researching my next book at the moment – The Shift came out mid-year
so I am not in a rush. My interest is in how companies can respond to the future and
I’m also passionate about sustainability – particularly from the perspective of human
capital. My weekly blogs (www.lyndagrattonfutureofwork ) are a good way to keep
up with my thinking and I also have a monthly newsletter
(www.hotspotsmovement.com) that shows how the ideas are moving ahead.
13. As a business coach, writer, academician; which role do you enjoy the most?
What would be your alternate career option if you had to choose one?
I really love the diversity of my life – I am a natural boundary spanner and I love
working with different people in different places. I cannot imagine anything I would
rather do.
14. How do you balance time between work and life?
I work most of the time – travelling, speaking, writing, teaching – when work is your
passion the boundary between work and non-work disapperas. My kids are used to
it now and when they were younger they really enjoy travelling with me all over the
world. Now they are older they love to hear my stories – and my eldest son is
passionate about becoming a writer – you can follow his progress on Christian
Seiersen ‘Mind the gap’. Also I have a little place that looks over the Mediterranean
where I go to de-compress.
15. As a key speaker at the Singapore Human Capital Summit 2011, you will be
addressing the audience on The Shift. What are you most looking forward to,
interacting with the some of the best business minds today?
I adore Singapore. I have been really privileged to have the support for over five
years now from the government and MOM. I’m staying the week and planning to
meet up with all the friends I have made over the years.
16. How do events like the Singapore Human Capital Summit help to improve the
development of human capital management and development?
They are absolutely crucial. One thing I think academics do really well is to have
conferences and this is seen as crucial to their development. For example the
Academy of Management Conference attracts more then 12,000 academics!
Executives have been slower to really get this off the ground –which is why I have
always been so supportive of the Singapore Conference. Its incredibly well
organized (this is Singapore after all!), they get the best speakers – and it’s a great
opportunity to really meet some fascinating people.
17. If there was one message you could deliver to your audience before the
Summit, what would that be?
Asia is really experiencing incredible growth at the moment. When it comes to the
innovation around products and services – China and India are leading the field in
what has been called ‘frugal innovation’. I would like to see Asia taking the same
lead in HR practices. There are some incredible developments – and the awards
highlights these – but I think more could be done to really develop ideas which have
their heart in Asia.
Short Takes

The favorite read on your bookshelf
I’m reading the 20 nominations for the FT right now – outside of this I love reading
Virginia Woolf

The hobby you’re passionate about
I love painting – I try constantly to capture the movement of the waves
outside my home in Spain – but continuously fail!

The cuisine that gets you hungry
I love Japanese, Indian and Malay food

The movies you can watch and replay
My kids keep me posted – my favorite film is The Piano

The gadget you cannot do without
My iphone of course – and I now have a portable speaker from an outfit called
Jawbone that I love

The holiday destination you love
I don’t have ‘holidays’ as such – I simply visit friends – so Tammy in Boston, Gita in
Mumbai, Susanne in Paris and Gary in California are all annual ports of call. Plus I try
and take a few days off when I speak at conferences – so I will be in Hong Kong and
Shanghai this year. Beyond that I love my place in Spain and try to go on safari to
Zambia as much as possible.