thinkBites Q2 2015 | How to engage in changing times

edition one: Q2 2015

PROVOKING THOUGHT GENERATING DISCUSSION ENGAGING EMPLOYEES DELIVERING RESULTS

How to engage in changing times

thinkBites

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Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.

George Orwell

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thinkBites

edition one: Q2 2015

Exploring the generational tribes of today and tomorrow Times are changing faster than ever. Anyone waking today from a ten-year coma would have missed the birth of the smartphone, the rise of Twitter and the death of the fax machine. But the really important innovations aren’t technological – they’re to do with us. There is an increasing sense of accelerated generation change today, which is spawning thousands of articles on millennials (‘lazy, entitled narcissists who still live with their parents’ – Time magazine) and Generation Z (‘rebels with a cause’ – Forbes).

We take a sceptical view of the value of this kind of ‘generational’ thinking – especially the way it distorts the complexity of change and continuity for individuals. In this quarter’s feature article we explore the myths and realities of the millennial generation – and provide a guide to the real engagement needs of today and tomorrow (pages 6–9).

Read on to review the full generational spectrum in our infographic (pages 10–11) and consider how your engagement strategy caters for the range of life experiences in the workplace today. Then look at our take on the latest books and television on change and engagement (pages 12–14).

Paul Jones and Rachel Gartner – thinkBites editorial team

Produced by Karian and Box Ltd 1st Floor, 22 Lendal, York, YO1 8AA

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01904 654454

newsBites 04

info@karianandbox.com www.karianandbox.com Editorial Team:

Design Team:

Paul Jones Rachel Gartner Matt Midgley

Ed Clews Ashley Pickering

Engaging millennials

06

Generational change: The spectrum of today’s workforce

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Book reviews

12

Engagement on the box

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thinkBites

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NewsBites

Culture change is a leading issue in the banking industry

Review targets ‘ethical drift’ in banking sector

McDonald’s to shrink in the US for the first time in more than 40 years

‘The age of irresponsibility is over,’ declared Bank of England Governor Mark Carney at his annual Mansion House Speech on 10 June, the climax of a speech focusing on the recently published findings of the Fair and Effective Markets Review.

Trouble is afoot under the Golden Arches, with the emblematic American brand set to close more restaurants in the US than it opens this year.

The study found that weak regulation, poor market practices and a pervasive culture of impunity resulted in ‘an “ethical drift” where unethical behaviour went unchecked, and hence became progressively more widespread and accepted as the norm.’

In an attempt to overhaul the troubled sector, the review calls for immediate improvements in the ‘standards, professionalism and accountability of individuals’ within the City.

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thinkBites

The company thrived and expanded over most of its history by offering food that was both affordable and consistent, but has recently met with some serious competition in chains such as Five Guys and Chipotle, which have started serving better-quality burgers which cater to a more savvy and discerning palate.

McDonald’s culture has also come under fire recently, with the Guardian revealing that the fast-food giant is ‘run by a coterie of long-serving insiders’ whose relationships are of concern to critics. This is coupled with public protests over low wages and increasing media scrutiny over the working conditions at this popular chain.

Flexible working, a year on: legislation fails to make waves A year after the introduction of flexible working legislation, a recent study has found that demand is outstripping supply.

In January 2015, O2 Business identified two interesting trends: just over half of UK workers are aware of new flexible working rights, and 23% have since requested a flexible working option.

‘At O2 we actively encourage our own employees, customers and other organisations to embrace flexible working, so they can be as productive and efficient as possible no matter where they are,’ said Paul Lawton from O2 Business. He explains that the conversion isn’t as straightforward as allowing staff to work from home: ‘Our research shows that the pressure to be seen in the office and a lack of tools to enable remote working are still preventing the benefits that working flexibly brings,

such as improved morale, high levels of employer loyalty and productivity gains.’

Whilst new infrastructure and attitudes are being developed, the desire for flexible working only appears to be increasing. Research by recruitment agency Timewise suggests that 14.1 million UK employees want flexible working options, whilst research by Samsung UK has found that demand for flexible working is higher than ever, with 27% of employees stating they would prefer flexible working to a pay rise. Despite this trend, Timewise found that only 6% of advertised vacancies offer flexible working.

As the value of flexible working becomes embedded in the UK, employers are under pressure to overcome technological and cultural barriers in order to facilitate this.

Businesses aren’t adapting to employees’ changing needs

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Engaging millennials

Beyond holacracy and other fads Michael is driven. Michael is connected. He has 492 friends on Facebook, a third of whom he’s never met. He went to university. He works a part-time job as a barista.

He has an unpaid internship at an exciting start-up tech company. He lives with his parents. He’s somewhat interested in politics. He signs petitions denouncing war and poverty. He didn’t vote in the last election.

Michael is a millennial. This generation is the talk of the day and everyone wants to know what makes them tick.

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This is especially true for businesses, as millennials – more than 80 million individuals worldwide – are set to form a significant proportion of the workforce in the next decade (estimated at 75% by 2025).

Countless articles make this tribe out to be radically different from its predecessors and suggest that we need to take a new approach if we want to engage this tech-savvy generation.

Some companies are already taking extreme action. Zappos and GoreTex have both overhauled their structures, employing a holacratic approach, with the view that this will help to engage the emerging millennial workforce. It’s also already having some unintended consequences. Following this move, Zappos experienced a mass defection of employees who weren’t comfortable with giving up a traditional structure.

they did. I’m uncomfortable with the idea of changing the entire structure of your organisation to tap into one generation while everyone else gets left behind. But more broadly, I’m also not sure I like being summed up in a sentence and lumped into a proverbial pile that spans decades – I’d like to think there are a lot of nuanced differences between me and someone born in, say, 1997 (or even someone born in the same year, but from a different country and socio-economic background).

Recent research also suggests that I might be justified in feeling this way.

Apparently, generational cohorts are changing much more rapidly now because of the rate of technological change and the 25-year shelf life of generational tags has passed its sell-by date.

Still, it’s undeniable that there are certain characteristics – some of which I can see in myself and my millennial colleagues Holacracy is a concept that was coined by Brian – which set us apart from preceding Robertson – a 28-year-old CEO – in 2007. generations. The This management philosophy, outlined in a 15,000- question is, what actually makes word ‘constitution’, is focused on eliminating traditional hierarchies and replacing them with a fluid, millennials different from their older democratic and bottom-up organisational structure. peers and, perhaps I’m a millennial – part of this cohort more importantly, what can we that supposedly demands radical do to make sure this demographic change – and I can see why the is engaged, enthusiastic and Zappos employees reacted the way committed?

Generational cohorts are usually typified through key events in their formative years. Thus, millennials are seen to be defined by 9/11, the recession, texting and wider advances in technological connectivity (see our infographic on pages 10–11 to find out more).

Our connection to technology is considered by many to be the most important differentiator for millennials. As a tribe, we are known as ‘digital natives’; we’re wired, connected and some of us haven’t known a world without the internet. It’s certainly hard to deny that millennials are much more dependent on wireless communication mechanisms than their older peers, but we’re not sure if this is what sets them apart, especially when it comes to engagement.

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illennials thrive in a democratised, M collaborative environment

The Millennial Generation Research Review published by the National Chamber Foundation suggests that millennials want an employer that offers a ‘democratised, non-tenured workplace, where authority is earned in a collaborative, casual office’. Hence the recent popularity of holacracy and flatter organisational structures.

But, this total transformation of the workplace isn’t needed to create a collaborative workplace in which millennials can thrive (and the engagement needs of Boomers and Gen X-ers aren’t thrown to the wayside). Increasing transparency, encouraging collaboration and allowing employees a chance to participate in decision-making will drive engagement across generations and is something that we encourage our clients to do constantly.

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Millennials need feedback and support

This generation has in large part grown up with more parental support and encouragement than Boomers and Gen X-ers. This is highly dependent on demographics, and I’d even go so far as to suggest that it’s different from person to person, but some researchers say that because millennials are used to getting a great deal of emotional and financial support from their parents they require more direct encouragement and reassurance when working to stay engaged and enthusiastic.

Simple, bottom-up recognition is a great way to help engage this part of your workforce – acknowledging when their work has exceeded expectations through an email or face-to-face will help to keep them motivated and on track.

Creating a peer-to-peer mentor network is also a good way to encourage recognition and mutual support and will help those who need reassurance – millennial or otherwise – get the support they need without overburdening line managers.

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Manager relationships are the key to their commitment Manager relationships can make or break any employee’s commitment and engagement, regardless of when they were born. What sets millennials apart here is how they view their manager – they see them as ‘mentors and coaches’ with the Millennial Generation Research Review going so far as to suggest that ‘line managers are more able to earn millennials’ loyalty than the business itself’.

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thinkBites

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Millennials want more Millennial workers are just emerging from one of the worst global recessions in modern history. A stuttering economy, difficult job market and general uncertainty has changed the way millennials view their working life. This is less a product of technological change than the economic ebbs and flows each generation has had to live with.

Boomers and Gen X profited from low housing prices and the economic boom between 1997 and 2008, but they have also experienced austerity and cutbacks in recent years.

A job for life is no longer certain, which has had an impact on both levels of commitment and the emphasis that millennials place on their working life.

As businesses go through constant restructures and redundancy becomes a fact of life, it’s difficult to fight attrition amongst young, talented employees who are looking for more. Couple this with recruiters poaching talent and you have a toxic mix.

Our data supports this: • Employees between the age of 18 and 30 are more likely to value flexible working options in their workplace.

• They also want more balance in their working life, with many saying that they’re not interested in working beyond their contracted hours.

Commitment is probably a big enough topic to warrant an article of its own, but we think it comes down to the fact that commitment is a two-way street, for everyone regardless of age. If you want a committed workforce, then you have to show your employees that you’re committed to them – to their well-being and, as much as is possible, their job security.

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illennial workers are human beings, like every other employee. Yes, we’ve grown up in different conditions from our older peers and experienced huge technological change, but when it comes down to it, this flashy and seductive narrative of constant, accelerated change hides the enduring human realities of the workplace behind a widescreen interactive whiteboard.

Our engagement needs aren’t really all that different from those of Gen X and Boomers. We want our employer to care about us and our well-being, and we value face-to-face communication and a good line manager – key engagement drivers for most people, regardless of age.

Rachel doesn’t like to call herself a millennial, but her year of birth places her squarely in the Gen Y tribe.

A writer and editor at Karian and Box, Rachel co-leads the thinkBites editorial team. She works for a range of clients, from BP to HSBC, Aviva, Nationwide and The Co-operative Bank, specialising in finding the stories behind qualitative and quantitative data to generate actionable insight.

Rachel’s favourite writers include Douglas Coupland, Jonathan Franzen and Chuck Klosterman. When she’s not busy thinking about client projects, she likes to ponder over popular culture and the dilemmas of the modern age.

thinkBites

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Generational change

The spectrum of today’s workforce – and what to look for tomorrow BABY BOOMERS Most common names: Mary and James

Percentage of UK working population: 32% 1946–1965

GENERATION X Most common names: Jennifer and David

Age: 50–69

Jennifer and David…

• like structure

• are ambitious and careeroriented

• value social bonds at work

• desire work–life balance

• are used to traditional working patterns.

• are family-oriented.

To engage them

To engage them

• clarify progression plans and career development opportunities

• provide structure and a clear hierarchy • encourage face-to-face communication and social activities in the workplace to build a peer network and strengthen social bonds

• provide flexible working patterns.

• ensure ‘flexible working’ still allows the 9–5.

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1966

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1966–1980 Age: 35–49

Mary and James…

1945

Percentage of UK working population: 34%

• 17% of Baby Boomers are now retired, and it is projected that all of this generation will be retired by 2030 at the latest.

• Generation X will form the majority of the leadership population in 2019.

• Millennials will make up 75% of the workforce by 2025.

MILLENNIALS Most common names: Michael and Jessica

Percentage of UK working population: 32%

GENERATION Z

Percentage of UK working population: 2%

Most common names: Emily and Jacob

1981–1997

1998–?

Age: 18–34

Age: >17

Michael and Jessica…

Emily and Jacob…

• are networked and connected

• are tech-focused and multicentric

• are highly educated

• are hyper-connected

• v alue mentoring and close relationships with their peers and managers.

• can be anxious.

To engage them • be transparent and honest

To engage them • answer the ‘what’s in it for me?’ question with a clear employer brand and EVP

• have a strong CSR strategy.

• upgrade engagement technology and let a conservative IT dept call the shots

Are you engaging everyone?

• k eep them interested and stimulated through regular training, mentoring and upskilling.

1981

Are you ready for change?

1998

DM1ST

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Daily Mirror

TRADERS

cut could cost 2.5 per cent VAT

By RUKI SAYID THE to implement. shops £300million to put new barcodes on goods, and divert Retailers will have systems, edit catalogues changes. reset accounting to sell goods at staff into the time-consuming shops will have From Monday, per cent. For the first two weeks of 15 up notices telling the lower rate allowed to put but after that goods they will be price change customers of there-labelled. said: will have to be the British Retail Consortium rate Industry body but implementing a new VAT for “Shops will cope, is a practical nightmareyear. busiest time of in just a week retailers at their everything, customers and have to go through “Retailers will many sums will be complex. over and item by item, labels and sticking task. replacing and costly “IT changes, will be a mammoth away from prices on packs be diverted Staff will inevitably serving customers.” said: “Until the technology out One leading retailer of sending staff by case a it’s part can be solved,and marker pens to re-priceout, with sticky labels get the new prices worked can hand until we system and printed on packaging.” recalloaded on to the it had already started to and John Lewis said owner of Currys, PC World culate prices. DSGi, also be prepared for Monday. would Dixons, said it

SAVINGS

CR

age for Darling’s rescue packfam ilies shoppers, OAPs and

‘Not much of a change’

Tax timebomb is timed to go off under the future economic recovery

MAGUIRE’S

FEB

C M Y K

Shor says: “I Gas and elecmake a huge difference. so it’s like being tric are sky high and taken away hand given with one with the other.year for Christmas, “We save all spend such so wouldn’t normally you’d notice the large sums where bigger savings.”

SAVING

£5.91

To on its right path voiced fears on its knees back leaders and MPs will be economy fandango of a gamble. over the bill taxpayers be feet is one the pair will saddled with.

Succeed and John Sergeant. ees and A l l e m p l o y per cent more popular than be booed off face a 0.5 Labour will employers will payments Fail and rise in National Insurance

jan

BRAVE TAKE A STAND

DEC 17 2010: demonstrator Tunisian Bouazizi sets Mohamed himself on fire. He dies on Jan 4 as protests intensify.

Cry freedom

CHANCELLOR

NOV

Renault £1.20; Filling tank of £39.15; Add new fuel duty: CRUCIAL in the most crucial per cent VAT: The Chancellor, by a minister in Saving: 41p Saving: -35p speech £19.49; After: £19.08; £30; After: £29.36; economic11 years in power, told MPs: Make-up. Now: local pub. Now: Labour’s times and Family meal in Saving: 24p “These are exceptional measures. It Saving: 64p by voters. £10.99; After: £10.75;£179.99; After: require exceptional help people and Now: Kids’ DVD. Now: stage, sent packing now to Christmas present.

Alistair the requires action economy. blue water opens Nintendo Wii £3.83 Come Spending’scha-cha- Every day clear main parties. a stable 17p on £176.16; Saving: Now: £8; After: £7.83; Saving: 22p to build did nothing we would have a STRICTLY between the two now-pay later bet the ranch “If we that would Darling of recession.

Woman’s top. Now: £10; After: £9.78; Saving:22p Darling’s spend longer recession long term.” chaing Britain out or of modern up for me, turning the Chancellor Sofa cushions.Now: £10; After: £9.78; Saving: 53p deeper and is the boldest 30 doesn’t add into a 97.5p store is more in the Never again can he cost the country Callaghan who be accused Budget Men’s socks. Now: £25; After: £24.47; Saving: pound shop Darling claimed the partner Gordon Brown challenge. times, nailing Jim you couldn’t unlikely to have shoppers queuing.

Although Mr Women’s shoes.£5.91 ago claimed finances on or bottling a to public spending, was “putting publicfuture”, business of dithering £20billion to get an years your way out of a recession.

TOTAL SAVING:don’t think it’s going to A bigger boost spend for the and hospitals, of the splurge

VERDICT

Daily Mirror

TUESDAY 27.12.2011

POWER

JAN 14: Tunisian Zine El Abidinepresident flees to Saudi Ben Ali Arabia, opening way for vote.

JAN 17: Col Gaddafi blasts Tunisian uprising as man sets fire to himself in Cairo. Protests in Tahrir Square, against President Egypt, Mubarak (above),Hosni quits on February who 11.

FEB 16: Protests start in Benghazi, Libya. day, four people Next killed by y security y forces in

dec

crucially, i ll stood t d by b and d refused f d to down on protesters. t crack k Yet the police of thugs – some and, at one point, an army riding on camels Bahrain’s Pearl war on the thousands Z FACES – waged Square, the focus of camped peacefully in the square.

OF EVIL protests. mented a no-fly zone and a joint The internet was FEB 27: Uprising Bin British and French force of cut off in an attempt sweeps block the spread Libya, revolutionaries Laden, gradually eliminate fighter jets began to to of information police brutality his air power and take over Zawiyah.

Gaddafi his tanks and about then trucks on the stem the tide and arrests but it couldn’t and Kim ground.

A frantic last MAR 6: Saudi Arabia of push in October And the lack ofanger against the regime. bans Jong-il rebels take Tripoli public protests. military backing – then a fleeing saw the the uprising meant to crush was found and Gaddafi MAR 8: Inmates wall for Mubarak the writing was on the the square left five the rebellion. killed, bringing an end to dead and hundreds revolt at Yemeni stage February 11 he and his hated police. On more wounded. a greater say Another wanted prison, resigned and handed calling for President Activists and in their country. over to the military, tyrant Ali a power they seempower here, at least, protesters were jailed and full-scale revolt, King Abdullah Fearing a in a compound in an died, too. Hiding Abdullah Saleh in giving up as the Arab a cautious set slow into to quit. brought in town, Osama bin Laden affluent Pakistani 2012 begins. of reforms including a new democratic Spring didn’t flower women But the Arab MAR 15: Martial was tracked down Spring didn’t state. the right to giving by American special In Saudi Arabia end there...

The collapse declared in Bahrain.law Yemen, too, saw vote for the first time. an audacious raid. forces who launched Shia population there were fears that the and Egyptian of the Tunisian violent protests would rise up MAR 18: UN At 1am on May regimes only quashed and demand by security forces but as 2, a team of fuelled a sense 2012 approaches, stormed his L i b y a n o - declares free elections that the compound in US Navy Seals f time had come are being promised Abbottabad and Attacks start l y z o n e .

President Ali to overthrow with within minutes he was dead. next day. repressive leaders.

Saleh vowing loaded into a helicopter His body was to step down.

APR 9: Demonstrations But it was in Soon protesters and buried at Libya And a year that from the spread across sea.

West’s most feared that one of the majority Shia saw tyrants Syria. dominoes population were topple like bogeymen fell, ended as an armed the streets of 3 TENT MAY 2: US special death of despot as it had begun with the Bahrain callingon greater equality Colonel Gaddafi uprising forced kill Osama Bin forces for CITY North Korea Kim Jong-il, who had ruled from power.

Laden.

Muslim rulers. from their Sunni Protesters with an Protests began SEP 25: S a u in the western overseeing repeated iron fist since 1994 di King camped Bloody clashes city of Benghazi famines and Abdullah announces left many dead rights abuses. on February 15 human Pearl Square, in outside quickly escalated and cautious reforms. in the But heart there capital Manama. of the St Paul’s is little hope for blown and bloody into a full- impoverished change in the OCT 17: Rebels Saudi Arabian But on March 14, cathedral civil war. state as his Initially, poorly son has now Tripoli. Gaddafi take tiny state and tanks rolled into the in London armed rebels taken his place and experts a bloody assault killed were at the mercy changes will be three days fear any were destroyed. on of Gaddafi later. slight. and his mercenaries. entire communitieshelp for families, The year war there ends Civil But to millions brought a thirst for democracy fortunes turned as Tunisia polls Oct 23 Darling is offering businesses, the but the next 12 months open.

United Nationswhen the crucial in seeing pensioners, small will be DEC 17: Heart attack if the Arab Spring imple- bring kills jobless and homebuyers. true, lasting change.

North Korean will on a VAT cut leader the Kim Jong-il (above).

Spending £12.5billion

pension and child tax. In addition, be introduced in his spending including benefit rises will to help pay for rate for those on January, three months early. Chan45 per cent tax petrol, booze, cigarettes backed his in 2011. Duty on wiping out the effect a new Gordon Brown letting the more than £150,000. of the rescue

BY BOB ROBERTS will be increased, and said: “Simply GIVE AND TAKE will cellor The biggest slice of the VAT cut. run its course... price of a pint package is the cut in VAT which POLITICAL EDITOR just recession He It means the average But it will last forcent is not an option.” to £2.03 in bob.roberts@mirror.co.uk from £1.94 today go up from cost £12.5billion. to 17.5 per argued it was crucial Darling will rise will 13 months, reverting 2010. And cigs CHANCELLOR Alistair mammoth April in early 2010. £5.66 to £5.99. plans, hardship as the yesterday unveiled the Under Mr Darling’s in and he hopes will There will be more by between 0.75 will get a £60 bonus £20billion gamble the mire. economy shrinks 2009, proving minis- OAPs on top of their £10 of extra 1.25 per cent in 2.75 per cent growth January handout. There drag Britain out spree will see Christmas The spending parents on child tax ters’ forecast of ago was way out. £50 for will be another Child cash for OAPs andpeople stop paying just eight months hit record levels, mums and dads on l e a credit, 500,000 Borrowing will and VAT this year, and Ta x C r e d i t w h i c e Co Durham, tax, help for small firms Monday. reaching £78billion – GEORGE OSBORNE Britain will p e r s o n a l a l l o w a n and 25, lives in Consett, cent next the £118billion in 2009. By 2013 SHOR Renyard, Charters, 28, a bar manager, slashed to 15 per red, our revamp will see 500,000 Mr Darling admitted pounds in the the income Daring trillion with partner Gavand Alec. We studied everything as no a be vital paying but she debt ever. more people infant sons Jedday and worked out how much steps were drastic uncertainty biggest national high earners faced “economic Shor spent in a VAT is cut to 15 per cent.

Mr Darling is targeting After 15 country would save once not seen for a generation”.

Scenic. Now: £40;

left, and Alec Shor with sons Jed,

d

Taylor, Robert;Raphael, Adam The Observer (1901- 2003); Apr 15, 1984; ProQuest Historical Newspapers: The Guardian and The Observer pg. 1

Shops face £300mVAT headache

PART TWO – PEO PLE

Spend now, pay later

£2U0NBCNH BUDGET

TUESDAY 25.11.2008

THE Miners look set for a total strike

Infographic design: Ed Clews

While our infographic highlights the differences between the generations, remember there are enduring human realities that matter whenever your people were born.

recessions In the Tory John Thatcher and 1980s Maggie put up spending and Major slashed results as taxes with devastating

the particularly schools more jobs for would deliver channelling more bucks. As would

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17

BOOK REVIEW Generation Z: Their Voices, Their Lives by Chloe Combi Funny, touching, frequently shocking and very occasionally stereotypical, Generation Z gives us the stories of the latest generation in their own words.

I

t seems inevitable that every adult generation is duty-bound to hold despairing views of its successors. Following on from Gen X and Generation Y (or Millenials), Generation Z refers to people born between 1995 and 2001. This arrangement of verbatim testimonies, skilfully curated by journalist and former teacher Combi, challenges the myth that all young people are tech-dependent, selfie-obsessed narcissists whose idea of a long-term relationship is casual sex twice with the same Tinder hook-up.

Combi’s talent for manipulating expectations hits you immediately. The first testimony is the classic stereotypical teenager (think Harry Enfield’s Kevin and Perry sketch – if you don’t remember that you’re either too old… or too young).

Tom, 15, from Cardiff is as surly and vague as we have come to expect teenagers to be: ‘my parents are whack. I don’t hate them. Definitely not. They’re just a bit lame. […] My mum works in a school, I think. My dad has a job, but I’m not really sure what it is.’ But within a few pages any inkling that you’ve heard all this before has been obliterated.

Mark, 17, from Berkshire wants to be an ethical banker and fix the corrupt sector ‘from the inside out’. A young woman speaks with extraordinary emotional articulacy about the sudden death of her brother. Farood, 17, from Leeds fled Iran as a child and never saw his father again. And then the bleak frankness of Micky, 18, from Manchester, whose mother was a heroin addict – he has lived in care for much of his life, and is now expecting a baby with his 16-year-old partner. Both of them are addicts.

The collection acknowledges the seismic shifts that the internet, smartphones and social media have undoubtedly wrought in this generation of ‘digital natives’; young people who have never known a world offline. And yet we are constantly reminded that much of life is still lived in analogue.

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The overall picture, then, is of a generation as complex as any other, which defies simplistic interpretation. Given that the world is a lot more complicated than it was 20 years ago – as anyone who has tried to change their broadband provider can attest to – it’s hardly surprising that the generation shaped by such complexity can be anything but complex. For the tough potential basketball star who doesn’t care that his friend is gay, there are the homophobic kids who beat his friend up.

For the wealthy young woman spending £31,000 at Gucci, there are tales of food banks and poverty.

Combi has done a brilliant job of capturing the richness of this cohort, and through them the essence of the world in which we live.

Matthew Midgley

W

The Circle by Dave Eggers

T

he workplace of the future is already with us, and everyone tells us it’s a good thing. Who could fault sleek ‘campuses’ where every need is satisfied in-house, from free lunches to evening entertainment and even swish accommodation? Who could believe a company whose affirmed purpose is ‘Don’t be evil’ has a culture which is anything other than an unqualified boon for its fortunate employees?

Dave Eggers, that’s who. In his tenth novel, the leading US novelist lacerates ‘the Circle’, a fictional internet giant which is clearly a Google that has absorbed Facebook, Twitter, Instagram and all the rest to become a social media monopoly. We follow the fortunes of Mae Holland, a millennial plucked from the obscurity of a dead-end job in a public utility company to join the flashy utopia of the Circle, where she quickly rises to prominence in a culture where ‘sharing’ is a personal KPI and privacy ceases to exist.

This is the real target of Eggers’s satire – what he sees as the radical reshaping of privacy in the contemporary world. The Circle is a sharp and timely intervention, charting what happens to individual sanity and democratic institutions when technological change, mob enthusiasm and capitalist excess unite.

Nevertheless, there is much here to provoke serious thought about the nature of cultural integrity and the future of work.

Eggers introduces the reader to a world which feels quite reasonable and exciting at first – especially for a person like you or me professionally committed to building cultures of openness and communication – but the insanity gradually reaches disturbing heights. Crucially, in classic millennial behaviour, Mae and her Circle colleagues do not differentiate between their home and work lives, and this novel is a salutary reminder of what can happen when work–life balance ceases to exist.

Eggers creates a chilling portrait of a dystopian near-future workplace where a cultish corporate culture hoovers up individuals into a ‘hive mind’ that silences diversity and breaks people. ‘It couldn’t happen!’ you say – well, maybe it already is…

Paul Jones

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ENGAGEMENT ON THE BOX

The secret world of Lego

Three lessons from Mad Men

Lego is a notoriously secretive organisation, but it recently opened its doors to documentary filmmakers from Channel Four and gave us insight into its inner workings and the people who help make it one of the most profitable toymakers in the world.

One of our favourite television shows aired its last episode this May. For eight years, we’ve followed Don Draper and his cadre of (m)ad men and women, creatively navigating their way through the ethical grey zone to achieve their goals. While parts of the show paraded the excesses of the industry and the age, we would like to honour what we consider one of the best business dramas of all time, by drawing some critical lessons from its run.

The documentary follows Justin, a 23-year-old design student, who travels to Lego headquarters in pursuit of a job as a Lego set designer, widely regarded as one of the most hotly contested jobs worldwide. We’re introduced to the Vice President of Design, Matthew, who started in much the same way as Justin and has risen through the ranks of the organisation.

However, the really fascinating part of the documentary, from our perspective, is the insight into the culture of Lego.

While Lego employees remain very tight-lipped throughout – attempting to maintain the aura of secrecy – we’re given a glimpse into what it’s actually like to work at this venerable toymaker. Rules for employees range from not being allowed to consume any sugar to not leaving your things on your desk for more than 90 minutes.

Behind the cheerful veneer, there is a sense of draconian control.

1. Do your research One of the most important services that you can provide clients with is insight. If you don’t know where the roof is leaking you can’t fix it. Don Draper illustrated this beautifully in pitching to Kodak. He didn’t wait for the client to tell him what they wanted; he did his research, and told them what they needed.

2. Never underestimate face-to-face communication There is a growing belief that face-to-face communication has become irrelevant with the rise of email, social networks and video conferencing. However, if there’s one thing that the smooth-talking Roger Sterling taught us it’s that a handshake can be worth its weight in gold.

3. There must be life beyond work.

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To quote the indelible Stan Rizzo: ‘You work your ass off for months; bite your nails, for what? Heinz, baked, beans.’

Everyone’s more than just an employee. Feeling commitment to work is essential for engagement, but having time for family and friends is equally important.

A company culture is often buried so deeply inside rituals, assumptions, attitudes, and values that it becomes transparent to our organization’s members only when, for some reason, it changes.

Rob Goffee

Catch the next edition of thinkBites to find out how organisations are now grappling with the challenge of measuring their ‘culture’ in the face of pressure from regulators and in order to identify the behaviours which most strongly influence business performance.

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