Work 2.0 Report

© Jensen Group, 2015 Simplicity Project
Simplicity Toolkit
Work 2.0 Report
SAP has partnered with The Jensen Group,
the premier expert on organizational simplicity
to provide you with some of their tools and insights
These documents are segmented into one of three areas of focus...
Is Business At War
With Its Workforce?
Note: While the research for this report was completed in 2012, the overall themes and trends have not shifted that much since then
Research Organizational
and
Leadership
Simplicity
Personal and
Team
Simplicity

WWoorrkk 22..00
Ten Year Report: 2002-2012
Update of WORK 2.0 by Bill Jensen, 2002
© 2012
www.simplerwork.com
At War
Is Business
With Its
Workforce?
> > >

Work 2.0
Lint Bin
The core ideas within this report are based upon Bill Jensen’s
2002 book, WORK 2.0. Some of the updates come from his
2010 book, HACKING WORK.
All research is from the ongoing study, Search for a Simpler Way,
by the Jensen Group. To date, over 500,000 individuals have been
surveyed and/or interviewed for the study, from across the globe.
The subset that comprised this update: More than 61,000
individuals surveyed and interviewed solely on the topic of
Work 2.0 — in over 2,700 companies, from 27 different countries
(39% from North America); 19% senior executives, 50%
mid-managers/team leaders, 31% frontline workers — and
another 170,000 surveyed and interviewed on topics and details
that fall within areas of Work 2.0.
All findings relate to knowledge- and service-work economies —
not third-world or emerging economies — and may have only
limited application in extremely industrialized or agrarian situations.
For one-page infographic version of this report:
Go to SimplerWork on Pinterest
For more information: simplerwork.com
bill@simplerwork.com

ONE-PAGE SUMMARY
Work 2.0
FINDING
Business seems to be waging war
with its workforce.
The Great News
We are in the midst of a major shift in how we get
stuff done, in how we do great work.
The Lousy News
Business seems to be waging war with its workforce.
Work 2.0 advancements are being greatly slowed and
hampered by leadership. We have a crisis of will in
many of today’s leaders.
Likely Tipping Points
Economy rebounds
Millennials and Web 2.0-3.0 employees reach
critical mass in the workforce
Shifting mix of employment / entrepreneurship /
free agency
Much-Needed Aha
Business leaders “get” that their current approaches
are holding back Work 2.0, impeding great leaps in
productivity and innovation.
•
•
•
>

CONTENTS
Work 2.0
SECTION PAGE
2002: Work 2.0 Emerges 1 4
2012: The WTF! Current State 2 7
2012: The Woohoo! Current State 3 14
A Few Stories 4 20
The New Work Contract 5 32

A new work contract was emerging.
This new covenant cut to the heart of who owns,
controls, and sets the rules for productivity and innovation.
Specifically, how much value companies create for their workforce
in how they design and organize work.
There is a great and grave difference between employee
satisfaction and satisfying employees’ workneeds. Work 2.0 is
about that difference.
The key driver in the shift toward Work 2.0, and away from 1.0,
is technology. Extremely empowering technologies. Insanely
great, put a ding in the universe technologies.
But that’s not what makes 2.0 different from 1.0. Many firms
are still holding onto Work 1.0 norms while leveraging Web 2.0-
to-3.0 tools. New technologies alone do not create a Work 2.0
environment.
The real issues are power, control, risk, and trust. In a Work 2.0
world, these must be distributed quite differently.
Work 2.0
Ten Year Report 4
22000022
Work 2.0
Emerges

While compensation, benefits, flextime, making nice to your
employees, job security and the like will remain as critical as ever
— they are not where the Work 2.0 war for talent will be fought.
The people that every company wants to hire and keep are
changing the rules of productivity and innovation. They are
reinventing how to get shit done, how to be creative, and how
to do innovative and great work.
Lead, follow, or get the hell out of the way, Work 2.0 is inevitable.
WORK 1.0 v. 2.0 SNAPSHOT
Work 1.0 Work 2.0
Organizational productivity Personal productivity
Operational excellence Radical simplicity:
Focusing on what individuals
need
Operational consolidation Consolidate processes and
structure, but people are
business units of one
Respect, Trust, Integrity 1.0: Respect, Trust, Integrity 2.0:
How people are treated How people and their assets
are treated
Business sophistication Work sophistication
pushed down pushed up
The key difference is in applying the same amount of due-
diligence, discipline, planning, concern and effort to ensure that
everything works from the individual’s perspective, as is currently
done from the organization’s perspective.
Work 2.0
Ten Year Report 5

THE FOUR FORCES OF WORK 2.0
1. Work 2.0 is an Asset Revolution.
Workforce assets include their time, attention, ideas, skills,
knowledge, passion, energy, social networks, and more.
How will your company create better ROIs for the workforce
when they invest these assets in you?
2. Work 2.0 is My Work My Way.
The future of work is personalized and tailored. Information flows,
tools, job and compensation and benefits structures, training
and development and more will be personalized so that people
can have more control over their own destiny.
3. Work 2.0 is Peer-to-Peer Value.
Nobody needs companies any more to help them collaborate,
share, understand, or create. People can self-organize and
connect amazingly well, thank you. Employers are middlemen in
that process. What value does yours add when peers connect?
4. Work 2.0 is Leadership Value.
The future of leadership is far more accountability for life’s
precious assets. From this point forward, R-E-S-P-E-C-T includes
better use of the assets the workforce brings with them; and how
EASY it is for every individual to do their best, to be their best.
These four change the distribution of power, control, risk,
and trust.
Work 2.0
Ten Year Report 6

LOUSY NEWS SUMMARY
Imagine refusing to
acknowledge that the sun
has risen. Or pretending that
entire corporate infrastructues don’t reside
within everyone’s smartphones, or that all
information isn’t available to all, all the time.
That’s the current state. Business seems to be
waging war with its workforce — intentionally
slowing Work 2.0 progress. What we have is
a crisis of leadership. A crisis of will.
Business absolutely sucks in building rules,
tools, infrastructures, processes and
management practices that work backward
from what the workforce needs to do great
work.
There is still very little user-centered design in
business when the user (of tools, processes,Work 2.0
Ten Year Report 7
2
22001122
The WTF!
Current
State
SECTION

infrastructure, etc.) is the workforce. Same poor results on user
experience research, when the user is the workforce. Same poor
results in building simplicity (…“it’s easy for me to be amazing”
vs. “this is a pain in the ass”…) within companies.
Overall: Business’s priorities remain basically the same as
ten years ago: 1) Business efficiencies and outcomes first,
2) customer needs and experiences second (…c’mon, admit it:
have you called a customer service line recently?...), and
wayyyyyyyyy off on the other side of the horizon, if considered
at all, workforce needs and experiences.
Companies continue to way-underperform when it comes to
creating value for their workforce in how they design and
organize work.
Every technological advancement and innovation that is needed
to catapult work from Work 1.0 to Work 2.0 and beyond already
exists. And yet many in our workforce are still stuck in the muck
and weeds of the shift from 1.0 to 2.0.
1.0-to-2.0 GRADES EARNED BY BUSINESS SO FAR
(If we put stellar exceptions aside…)
Asset Revolution F to D
“Good return on my assets.”
My Work My Way F to D
“Personalized. So I have more control
of my own destiny.”
Peer-to-Peer Value C to B
“Amazing. Better every day.”
Leadership Value F to D
“Making it easier for me to do great work.”
Work 2.0
Ten Year Report 8

Behind the grades: To improve, companies would have to
place as much emphasis, discipline, due diligence, measurement
and planning on getting every individual what they need as is
currently done for organizational needs.
Also: In a knowledge- and service-work economy, the workforce
are investing their assets — time, attention, ideas, skills,
knowledge, passion, energy, social networks, and more — in
an employer. So far, the ROIs on those investments (returns back
to the employee) are lagging far behind what they should be.
Sure, there are lots of stellar and amazing examples of Work
2.0-and-beyond firms (see next sections), but too few of our
workforce work in those firms to say that we are living in a
Work 2.0 world.
Driving These Bad Grades:
The Workforce Are Also Consumers
During the past decade, smartphones, apps, social networks,
the cloud, and lots more have completely revolutionized every
individual’s ability to be more efficient, more effective and more
creative. These tools and capabilities have hit the consumer
marketplace at a mind-numbing pace.
That’s key: Workforce needs, capabilities, attitudes and
behaviors within their employer’s world are now being driven by
the productivity and innovation changes they have already
experienced in their personal world.
Yet business has moved at a snail’s pace to incorporate these
new capabilities. Not just on the IT-end (although that is definitely
a problem). The lack of speed, accompanied by a crisis of will,
are mostly centered in how decisions are made, how resources
are allocated, how people are managed, how information is
shared, how plans are created and implemented, and the
design of work itself.
Work 2.0
Ten Year Report 9

AKA: How power, control, risk, and trust are distributed and
leveraged. Business is still trying to stay 1.0 on these.
Leadership is not solely responsible for this problem. Many in
the workforce are complicit. They continue to attend meetings
that they know are stupid; and keep up with emails and make
presentations that they know are not an effective use of their
time; and tolerate wasteful infrastructures and behaviors from
managers and others that they would never tolerate in their
personal life. Many good, hard-working people also co-create
a lot of the dysfuntions that are hurting themselves as well as
business.
Yet, in the end: this is still a leadership issue. Leaders are
responsible for the environment in which dysfunctional cultural
norms, behaviors and practices continue. And leaders are
responsible for leading by example and charting a new course.
As noted in the next section, there are lots of leaders and
companies that are already pushing beyond 2.0, but when you
compare the total numbers of employees in those firms to the
total workforce…
Too many in our workforce operate in a Work.WTF.0 world.
Work 2.0
Ten Year Report 10
About 30%
are stuck in
Work 1.0
environments.
Arrrrgh.
About 80% are in outdated Work 1.0 or in a confusing mess
About 20%
are in pure
Work 2.0
environments.
Woohoo!
About 50%
work in the weeds.
A very confusing mess
of 1.0 rules and tools,
and 2.0 rules and tools

WORK 1.0 to 2.0
SCORECARD
Work 1.0 In the Work 2.0
Weeds
Confusing Mix
of 1.0 and 2.0
Asset Revolution
Outside World (as Consumers)
Workplace: Overall
Workplace: Leadership
Workforce: >35 years old
Workforce: <30 years old
My Work My Way
“Personalized. So I have more
control of my own destiny.”
Workplace: Overall
Peer-to-Peer Value
Workplace: Overall
Leadership Value
“Making it easier for me
to do great work.”
Work 2.0
Ten Year Report 11
Excluding stellar exceptions
(See next section for those)
Note leadership’s
absence
in the only scores
that approach
Work 2.0 levels

New View of Work Design
In 1992, The Jensen Group developed the SimplerWork Index by
applying six key areas that greatly influenced consumer behaviors,
experiences, purchases and satisfaction, to the study of work
design within companies.
WORK DESIGN SCORECARD: 2012
(If we put stellar exceptions aside…)
Competing on Clarity
Evaluates manager’s effectiveness in helping
each individual work smarter and faster
Navigation
Evaluates company’s effectiveness in helping
each individual find who/what s/he needs
Fulfillment of Basics
Evaluates company’s effectiveness in work-oriented
communication and knowledge management
Usability
Evaluates company’s effectiveness in all that
it designs to help people get tasks done
Speed
Evaluates company’s response times to needs
expressed by its employees: Does it meet
employees’ needs as quickly as it expects the
employees to respond to company and
customer needs?
Time
Evaluates company’s respect for employees’
time as an asset to be invested
Work 2.0
Ten Year Report 12
UNFAVORABLE
FAVORABLE
Workforce Responses
49%
38%
39%
33%
22%
12%

Simpler for Whom?
Here is another dimension of why leadership got the grades that
they did. As part of our research on simplicity we asked over
65,000 people (20% senior execs, 45% mid-managers, 35% line
workers)...
Which group consistently Which group consistently
gets the most attention gets the least attention
paid to simplifying things paid to simplifying things
for them? for them?
Executives Workforce
Work 2.0
Ten Year Report 13
COMPANY
EXECUTIVES
WORKFORCE
CUSTOMER
COMPANY
EXECUTIVES
WORKFORCE
CUSTOMER
Consistently highest response in
all different types of companies:
Between 50% to 97%
stating “most attention”.
Depending on the degree of
customer focus within each
company, either Customers or
the Company came up as
next highest
Consistently highest response
in all different types of
companies: Between 77%
to 100% stating “least
attention”.
What was behind this response?
All the reasons given fell within
the areas of work design and
Work 1.0 v. 2.0 on the previous
two pages
X X

Work 2.0
Ten Year Report 14
3
SECTION
22001122
The Woohoo!
Current State
GREAT NEWS SUMMARY
Want to find Work 2.0 workers
and exectives? They’re everywhere.
Spend some time with any of the attendees at SXSW, or TED,
or BIF, or Pop!Tech, or Gel, or BIL, or Learning Without Frontiers,
or the Summit Series, or the Up Experience, or the 99%
Conference.

Or find a yellow school bus that’s wired for wifi and ask the middle
schoolers what they’re up to. Or do the same at a Starbucks near
a university.
Or talk to employees at any of the Top Five firms selected as
Most Admired, Best Place to Work, or Most Innovative.
Or seek out all the 5- and 10- and 20-person firms that were
launched in the past few years — that only know a Work 2.0 to
3.0 workworld.
Or meet in a dark alley with business’s underground army —
benevolent hackers who just won’t tolerate workplace stupidity
anymore. Like 24 year-old Matt, who told HR that he would be
redesigning how the company evaluated him — and pulled it off.
And like Elizabeth, who got her bosses to re-approve her customer
satisfaction project that was cut due to budget constraints.
She simply videotaped pissed-off customers and got one of
those customers to place it on
YouTube. (Miraculously, the execs
suddenly reversed their decision.
Gee. Wonder how that happened?)
Or talk to social entrepreneurs who
are passionately reinventing education
in the U.S., or sanitation and clean
water in Nairobi, or how to stop
violence one person at a time in
Pakistan.
Work 2.0 is popping up everywhere
that people want to be their best,
do their best, and are fed up with
the status quo.
Work 2.0
Ten Year Report 15

HERE, THE GRADES ARE COMPLETELY DIFFERENT
Asset Revolution B to A
My Work My Way B+ to A+
“Personalized. So I have more control
of my own destiny.”
Peer-to-Peer Value A to A+
Leadership Value F to A
“Making it easier for me to do great work.”
(A lot more great-side grades than on the failing-side.)
See next page for how employees in Work 2.0 environments also
respond completely differently when it comes to work design…
Work 2.0
Ten Year Report 16

WORK DESIGN IN A 2.0 WORLD
WORK DESIGN SCORECARD: 2012
Competing on Clarity
Evaluates manager’s effectiveness in helping
each individual work smarter and faster
Navigation
Evaluates company’s effectiveness in helping
each individual find who/what s/he needs
Fulfillment of Basics
Evaluates company’s effectiveness in work-oriented
communication and knowledge management
Usability
Evaluates company’s effectiveness in all that
it designs to help people get tasks done
Speed
Evaluates company’s response times to needs
expressed by its employees: Does it meet
employees’ needs as quickly as it expects the
employees to respond to company and
customer needs?
Time
Evaluates company’s respect for employees’
time as an asset to be invested
Work 2.0
Ten Year Report 17
FAVORABLE
UNFAVORABLE
Workforce Responses
82% 18%
88% 12%
90% 10%
79% 21%
89% 11%
31%

Do these great grades and measures guarantee success?
Of course not. Businesses will still struggle and fail in a Work 2.0
world. But the key difference: Work 2.0 businesses are not at war
with their workforce.
Meritocracy is how decisions are made. Best ideas rise to
the top, and get executed…fast.
Fail Fast is built into the culture. 1.0 was 100% about
risk-management: control and manage and direct to minimize
failures. 2.0 blends the upsides of disciplined risk-management
with a lot more Fast Failure: Conceive, Prototype, Test, Fail, Fix,
Relaunch faster than the competition. (Which means employees
spend a lot more time learning and improving than worrying
about being dinged. And a lot more time managing themselves
than being managed.)
Feedback is constant, everywhere, all the time, and much
more transparent. Yearly reviews and quarterly performance
management sessions are so Stone Age.
Tools and infrastructure and processes are as user-
centered as they are corporate-centered. “Know me. Know
my work. Know what I need. Know how to help me succeed,
for our customers and for all of us…better than I could do on
my own without you.” 2.0 companies realize that between the
cloud and smartphones and apps and a lot more, everybody
already has access to awesome tools and infrastructure.
Employers have got to do it better or get the hell out of the way.
2.0 companies place as much emphasis on personal productivity
as they do on corporate productivity.
ROIs are as workforce-centered as they are corporate-
centered. The workforce is expecting good returns on their
assets, which include: their time, attention, ideas, skills,
knowledge, passion, energy, social networks, and more.
In 2.0 environments, they see a lot more and bigger ROIs.
Work 2.0
Ten Year Report 18

Easier for them to learn, grow and apply themselves. Faster
personal growth. Easier and faster results on their projects and
whatever matters to them. More time for life, not just work.
All this changes accountability: Work 1.0 left lots of places for
leaders and workforce alike to hide behind the inequities and
dysfunctions of the system. It gets tougher to hide who’s
responsible for what in a 2.0 world.
The future of Work 2.0 has already arrived. It’s just very
unevenly and poorly distributed.
For Work 2.0 to emerge everywhere, we need: an economy that
demands more Work 2.0 efficiencies and innovations from a lot
more businesses; more leaders who deliver better returns on their
workforce’s invested assets; and a lot more workers who simply
will not accept getting the short end of the stick.
Work 2.0
Ten Year Report 19
> > >

Work 2.0
Ten Year Report 20
JUXTAPOSITIONS OF 1.0 AND 2.0
1.0
“I was told I’d be reporting to [an executive in the C-suite].
Great! I’m closer to the power. His first directives were for me
to undo all that I’d put together over the past three years.
I explained why I didn’t think that was a good idea. He
responded that all this engagement stuff had gone to far.
He said, ‘We need to cut back on the too-costly technologies
and especially the extra training we’ve supplying. It’s not
making enough of a difference.’ ”
— Adrianna, IT executive
A Few Stories
4
SECTION

2.0
Sanjit “Bunker” Roy founded the Barefoot College in Rajasthan,
India, which is the only college where academic credentials
disqualify you from teaching. The teachers are professionals based
solely on street smarts, street skills and confidence in themselves.
(See video.) Illiterate women teach others to electrify their towns
using solar power. An illiterate grandmother is now a dentist
taking care of over 7,000 children.
Everyone is teaching everyone.
Khan Academy and TED-Ed have taken that concept to the Web
2.0 world — online videos where everyone is teaching everyone.
Personalized training and development (which are always non-
negotiable and crucial, despite what the exec above believes)
are becoming cheaper and more easily available to everyone,
everywhere.
1.0
A 2010 Maritz poll found a bleak picture when it comes to
American workforce attitudes toward their employers. Only
11% of employees strongly agree that their managers show
consistency between their words and actions.
Only 7% of employees strongly agree that they trust senior
leaders to look out for their best interest.
And about 20% disagree that their company’s leader is completely
honest and ethical. And one-quarter of respondents disagree that
they trust management to make the right decisions in times of
uncertainty.
Of these findings, Rick Garlick, Ph.D., senior director of consulting
and strategic implementation for Maritz, said: “You’ve got to
maintain credibility with your workforce as a means of getting
them to totally buy in to the mission and vision of your company.
Work 2.0
Ten Year Report 21

Anything less fosters a disengaged workforce that puts self-
interest at the top of its list of priorities.”
Shortly after that study, a 2011 cover story in USA Today was
headlined this way: “Workers Antsy As Moral Plunges.
Employee loyalty is at a three-year low, but many employers are
precariously unaware of the morale meltdown.”
Net/net: We’re not trusting our execs…nor do they deserve our
trust. At least not currently.
2.0
Don’t wait for leaders to lead. Be the leader yourself.
At the 2012 SXSW conference, Reid Hoffman, partner at Greylock
and co-founder of LinkedIn, did a lively and informative keynote
titled The Start-Up of YOU: 21st Century Career Strategy — based
on his book of the same name.
The message: Stop waiting for leaders to chart your path for you.
Build it as any entrepreneur would. This is a Web 2.0 update of
Tom Peters’ earlier A Brand Called You.
Caterina Fake, co-founder of Flickr, offers similar advice for
leading others: “Ignore the gold stars that are built into the
system in order to motivate you. I figured out very early that
these rewards were false…they did not correspond to my own
sense of whether or not I was succeeding or failing. There is
a huge opportunity for you…to completely transform the
organization [one person at a time]. A truly great manager
understands what makes each individual thrive…and is perpetually
vigilent that the superstructure does not take the passion out of
the work.”
In a Work 2.0 world, there is no longer just the C-suite. Everyone
must lead…themselves, and others, and everyone.
Work 2.0
Ten Year Report 22

1.0
London, 2011. Meeting of the top 100 people in a division of a
globally-known company. During a freewheeling discussion about
the need for change within the firm, one executive stood up and
declared bullshit: “If I ever did that, I’d be sent to [Company
Name] jail.” He remembered someone who was fired five years
prior for taking a principled-stand, and for risk-taking.
Going to [Company Name] jail still concerns a lot of people
out there.
2.0
“Our policy is we try things….We celebrate our failures. This
is a company where it is absolutely OK to try something that is
very hard, have it not be successful, take the learning and apply
it to something new.”
The words of an idealist executive, just blowing smoke? Nope.
That was then-CEO of Google Eric Schmidt, just hours after killing
off one of their products in 2010.
2.0 work environments include the courage and the will to stop
something and start something else.
And what’s stopped doesn’t have to be a failure. In a 2010
interview, Steve Jobs talked about the history of the iPhone:
“I’ll tell you kind of a secret…I actually started on the tablet first.”
One of his team members had something scrolling on the first
prototype. Jobs thought, “My God, we can build a phone out of
this. And I put the tablet project on the shelf, because the phone
was more important.”
People get fired and go to jail in 1.0 environments for trying
and failing, or for switching plans mid-stream. Fail Fail or Fast
Switching are the basis of 2.0 work environments.
Work 2.0
Ten Year Report 23

1.0
“My sister is an elementary school teacher for the hearing
impaired. No corporation can match the bullshit factor of our
public education systems. She is forced to use all kinds of
mandatory curricula that are meaningless to students who cannot
hear, have other physical and behavioral problems, and are many
grades below their grade level. But Washington D.C. insists that
No Child be Left Behind… Bureaucrats!
“My sister got fed up with being told she needed to explain
Christopher Columbus or the scientific method to students who
didn’t even know their name or birthday — they couldn’t even
communicate because no one had ever taught them to use sign
language.” (…continued as 2.0 below…)
2.0
…“So she teaches her students their names, basic foods,
birthdays, and useful phrases like “Where is the bathroom?”
She had to be subversive about it by constructing a fake and
meaningless lesson for her evaluation by the principal. But at the
end of each year, her kids break all records on the end-of-grade
tests, and more important, they can function in their daily life.
Parents plead with her to never leave their kids, and as far as
I know nobody ever figured out that her kids don’t know the third
step in the scientific method.”
— Caroline
Stories like these inspired Bill Jensen’s and Josh Klein’s 2010
book, Hacking Work. Business is broken. Employees know it, but
they’re just supposed to sit there and take it, being complicit in
its brokenness? N-uh uh. Not anymore.
There’s an army of underground rule-breakers out there like
Caroline’s sister who will no longer endure organizational stupidity.
They will benevolently hack workarounds — fixing things that they
Work 2.0
Ten Year Report 24

believe came to them broken. The longer firms stay in 1.0 mode,
the more likely they will be benevolently hacked by their own
workers.
1.0
“You’re kidding, right? Me, get a mentor? A coach? I’m just a
lowly middle manager. Those are perks reserved for the Grand
Poobahs in the corner offices.”
— Stephen, manufacturing middle manager
2.0
“Education is the only industry that hasn’t [been reinvented]
by using technology. Why don’t we have a time every day where,
for every child, what we’re doing is completely individualized
using tutors and technology. Learning Lab has helped us move
90% of the kids in the bottom quartile of performance up the
[learning curve.]”
— John Danner, CEO, Rocketship Education
Work 2.0 definitely leverages as much new technology as
possible to deliver the best learning possible. But at its core, the
philosophy is not about tech, it’s about the power of individualized
learning. Unfortunately, too many employees are stuck in a
1.0 world like Stephen, above — where executives regard
personalized learning only for those in corner offices or for
those en route as HiPo’s.
People like Danner and Michael Karnjanaprakorn, co-founder
of Skillshare, a community marketplace for learning, are
democratizing education so everyone gets exactly what they
need so they can be their best and do their best.
1.0
“Do more with less. Do more with less. Do more with less.
I heard it yesterday, I heard it today, I’ll hear it tomorrow. Soon
Work 2.0
Ten Year Report 25

they’ll be telling me to build [multi-million-dollar pieces of
equipment] with rubber bands, spit and paper.”
— Deepak, plant manager
2.0
Sony Pictures did the opposite. They demanded less.
Working with the Energy Project, they implemented energy
management training. By 2010, 80% of participants said it has
made them more focused and productive. More than 90% said
it has helped them bring more energy to work every day.
Eighty-four percent said they feel better able to manage their
jobs' demands and are more engaged at work. Sony’s leaders
believe that these changes have helped boost the company’s
performance. Despite the recession, Sony Pictures had its most
profitable year ever in 2008 and one of its highest revenue
years in 2009.
Work 2.0 is doing less with more — because it’s less of the
wasteful things and more of what really matters.
1.0
“No matter what other companies are doing as far as flextime
and telecommuting, mine is stuck in the Dark Ages. Our culture
is one of presence: You’ve got to be seen at your desk, otherwise
you’re not doing your job.”
— Javier, HR mid-manager
2.0
Retailer Best Buy is a great example of the ROWE movement
(Results Only Work Environment). All that matters is what was
accomplished, not how it was accomplished. There, nobody cares
if you’re at your desk or not, or in the must-attend meeting…
it’s all about results.
Work 2.0
Ten Year Report 26

Researchers did pre- and post-ROWE surveys and interviews
and found:
• Employees took better care of themselves. They got almost
an hour more of sleep per day, and they were more likely to
see a doctor when they weren’t well.
• Their turnover rate was lower: 6% among ROWE employees
vs. 11% with a control group.
• Most everyone reported an improved sense of well-being;
reduced work-family conflicts and increased energy levels and
greater feelings of freedom and responsibility.
1.0
“How the hell do I get everything done? There just isn’t
enough time in the day. Hellllllllllllp!”
— Laurie, a mid-manager in a pharmaceutical firm;
but this quote could have come from most anyone,
in most every 1.0 firm
2.0
Saku Tuominen is founder of the Idealist Group in Finland.
His Redesigning 925 project (Nine-to-Five) is seeking to rewrite
how stuff gets done. He’s currently testing hundreds of ideas —
how to run meetings, to dealing with email and information
overload, to having a Chief Time Officer, and more — and will be
sharing the results with the world.
You don’t have to wait for those results. 2.0 answers are
everywhere. Lifehacker and Digital Girl Julia Roy offer up
suggestions for everyday work hacks. And Management Exchange
offers ways for mid-managers and senior execs to hack
management.
Most every answer anyone could possibly need is within reach:
simply type “how do I…[state your need]” into Google. Hundreds
of How To tips will instantly appear.
Work 2.0
Ten Year Report 27

In a Work 2.0 world, there simply are no more excuses.
Everything you need is available to you — if not within your
company, certainly within the 2.0 community.
1.0 & 2.0
HR-types on LinkedIn recently polled themselves: Why do large
companies fail to keep their best employees? The responses
were in line with what most other surveys find: The top two
reasons, with 68% of the total, were No Career Development
and Poor Recognition and Appreciation.
People everywhere want to know how their future will unfold if
they stay at a company, and everyone, everywhere always wants
to be recognized and appreciated. And yet so many companies
fail to do these basics well enough, often enough.
The current poster-child for doing this well is Zappos. All
employees are given “zollars” (reward currency good in the
company store) that they can give any other employee to
recognize them for great deeds. Also, any employee can give
real bucks to any other employee in the form of a cash bonus.
Their culture is legendary, celebrated in the book by their CEO,
Tony Hsieh, Delivering Happiness. Hsieh also described in detail
how protecting this culture was a primary concern when he sold
the company to Amazon.
People matter. Letting people know they matter and ensuring
they have a career track at your company matters. In both 1.0
and 2.0 worlds.
And what is the employee’s responsibility for him/herself in a
2.0 world? The Institute for the Future listed Ten Skills most
every employee will need by 2020. They are:
• Sense-Making
• Novel and Adapting Thinking
• Being Trans-Disciplinary
Work 2.0
Ten Year Report 28

• Social Intelligence
• New Media Literacy
• Computational Thinking
• Cognitive Load Management
• Design Mindset
• Cross Cultural Competency
• Virtual Collaboration
Add all that up, and one of the most critical skills in a 2.0 world
is the ability to triage — to assess any situation and determine
what matters, what doesn’t, what’s urgent, what isn’t, what to do,
what not to do…fast!
Also: While it’s not explicitly on the list above, all those
responsibilities translate to a much greater degree of self-
motivation and entrepreneurial drive than many of today’s 1.0
employees demonstrate.
A 2.0 world places a lot of responsibility on each individual.
The whining has got to stop! If you’re not appreciated, either
move on to an environment where you are, or start one yourself!
If there’s no career path for you at your current company, then
why they hell did you pick that firm in the first place? Stop
waiting for Tony Hsieh to hire you, and be Tony Hseih.
The ratio of someone else’s responsibility to personal responsibility
in a Work 2.0 world is about three to one: Every time you point
a finger at someone else to be responsible, three fingers are
pointing back at you. Work 2.0 is a very accountable place.
Work 2.1: Good or Evil?
The jury is still out on the following.
In 2002, Bill Jensen described Work 2.1 — the next frontier in
this shift — as Privacy Matters. The area that most concerned
Bill is now called Performance Analytics.
Work 2.0
Ten Year Report 29

That’s where every breath you take, every move you make,
every step you take: They’ll be watching you. Examples:
• Your average response times to emails, voicemails, etc.,
broken down by customers, co-workers, and superiors.
(“Dave, you did not get back to Hal fast enough. We are going
to have to place you in the escape pod.”)
• Your most productive days of the week and most productive
times of each day
• Your BMI (body mass index… Yes, even how much you weigh.
e.g., Any employee of grocery store chain Safeway with a BMI
of 30 or more has to pay more for healthcare than other
employees.)
That which can be captured and analyzed can be used to control
you — or at least influence your behaviors — to get you to work
exactly the way someone thinks you should.
In 2002, this was off on the horizon. In 2012, it’s here. Some
employers are now asking for new-hire’s Facebook passwords,
to analyze the parts of their past they’re trying to keep hidden.
And it’s not just past data that’s being analyzed. Consider the
following consumer situtation and think about how it might be
applied to an employee… News story, February 2012:
Target Figures Out Teen Girl is Pregnant
Before Her Father Does
Target stores are getting so good at the analytics behind their
purchases, that they can figure out that certain changes in
purchases to scent-free soaps and big balls of cotton balls,
as well as hand sanitizers and washcloths can signal an upcoming
delivery date. Target is now able to analyze about 25 products
that, when analyzed together, can predict a woman’s due date —
all through her purchases…without her once actually telling
them that she was pregnant.
That’s how Dad found out. He complained to the manager of his
Work 2.0
Ten Year Report 30

local Target that his teenager was getting coupons for baby
clothes and cribs: “Are you trying to encourage her to get
pregnant?”
He called the manager to apologize a few days later. “It turns
out there’s been some activities in my hours I haven’t been
completely aware of. She’s due in August.”
Now, let’s put external analytic capabilities together with internal
pressures to cut costs and grow faster.
How long do you think it will be before most employers start
applying this capability to you? Watching everything you do and
how you do it, to wring a lot more productivity and efficiency
out of you? Not long. Portions of that are already happening.
Or…
It could go the other way: Enlightened leaders could use this
capability to build for you unbelievably personalized worktools,
and training and coaching programs, and customized pay and
benefits packages.
The actual analytics are neutral. They can used to enhance your
capabilities or to control you. Which direction Work 2.1 analytics
takes is completely up to our leaders and you, if you make
your views known.
But if the pattern of the past ten years continues into the next
ten, you better make sure that most of your conversations are
out of earshot of your company’s HAL 9000 computer. “Dave?
Dave… I cannot let you do that.”
Privacy and analytics are the next frontier: Work 2.1.
Work 2.0
Ten Year Report 31

DEAR LEADER:
Life is just too damn precious!
It’s no longer acceptable that there’s work and
there’s life and it’s up to us to balance the two.
We deserve a better return on the time and
energy we invest in your company.
FROM WORKFORCE TO LEADERS
Article 1.
Our working capital gets stuff done.
You use our assets — time, attention, ideas, knowledge, passion,
energy, and networks — to make your company go. The new
contract is all about how to leverage our working capital —
and how not to.
Article 2.
Our work is an investment.
Our time and attention are finite, becoming more valuable
and sought-after with each tick of the clock. Tell us again:
why should we invest all these assets in you?
Work 2.0
Ten Year Report 32
5
SECTION
The New
Work ContractFirst published: 2002 Updated: 2012

Article 3.
We want better returns on our investment.
If an hour invested in your firm could be invested in a competitor
for greater return, we will leave...Or hack a workaround.
Our choice.
Article 4.
Hello value, or goodbye.
You, the company, are a middleman between us, our teammates,
our customers, and the marketplace. What value do you create
for us as we try to get stuff done?
Article 5.
Productivity is personal.
For every day spent with your company, it must get easier to
do great work, make myself better, and make the world a
better place.
Article 6.
Form follows passion. Listen to what rocks our heart,
what inspires and excites us. Ask and listen first, and then set
your targets, goals and plans.
Article 7.
What must radically change is how we use the company
to get stuff done. We believe that infrastructure — not just
dialogue — is part of our dynamic relationship with you.
Technology, processes, information flows, and everything that
connects us and organizes our work, need to change. Change
them to meet our needs, as much as they currently meet
customer and company needs.
Article 8.
The important fundamentals haven’t changed. None of
this reduces our need for decent pay, appropriate benefits, being
on a winning team with great people, great leaders, and great
communication.
Work 2.0
Ten Year Report 33

Article 9.
We win, you win, they win. Corporate and customer success
are tied to the decisions that each of us makes, and how we
make them. So if you focus on creating value for us,
(the keepers of your working capital), everybody wins!
Article 10.
Work 2.0 value is My Job, My Way. Yes, teamwork and
shared goals are super crucial. But we are also business units
of one. The great places to work will set new standards in
real-time responsiveness, interactivity, customization and
personalization for each individual.
Article 11.
Work 2.0 value is peer-to-peer connections that deliver
personal freedom, growth and success. We no longer compare
your communities of practice, your culture or talent pool to
other companies. We now scrutinize how you build teams and
communities according to what’s available “out there.”
(Web 2.0, 3.0, and more.)
Article 12.
Work 2.0 value is more useful, usable, and practical tools,
apps and processes than we could build ourselves. It should
be just as easy to get exactly what we need to make a difference,
exactly how we need it, and when we need it, as it is for us to
download any app and build My Whatever.com.
Article 13.
Work 2.0 value is now, wow, and addictive learning.
We’ll go wherever we get just-in-time, on-demand learning,
that’s exciting, and continually draws us back for more.
Article 14.
Work 2.0 changes what you value, and therefore, what
you measure. Do you consider it an organizational value to be
respectful of how you use people’s time? Do you measure the
Work 2.0
Ten Year Report 34

usability of the tools you build for us? Do you even understand
how we need to learn, the information we need, and how we
need it?
Article 15.
Work 2.0 forever changes how our work is evaluated.
Mostly, you don’t know how to evaluate us. Truly talented people
are not driven to please authority figures. So the evaluations,
reviews, recognition we most value come from peers, customers
and competitors who are closest to our work. We’ll hang with
them our whole lives. Odds are, we’ll work with you for only
a limited time.
Article 16.
Work 2.0 flows from simplicity and common sense.
We will always invest our time, attention, knowledge, passion,
and energy in whatever and whomever makes the investment
easier. Common sense governs our choices — not corporate logic.
Article 17.
Work 2.0 ignores timebandits. Time and attention are the
scarcest resources we have. We get ticked off when they are
wasted. We will invest elsewhere. Anything, or anyone, inside
your organization that wastes our time just gets ignored.
Article 18.
Work 2.0 has a great sense of humor. As individuals,
we laugh easily, deeply and long. Lots of times, at ourselves.
Does your firm? Do you?
Article 19.
Work 2.0 creates new levels of trust, clarity, and
deep conversation. What will happen when you use our working
capital more wisely? We will have more time to connect with
the real, wonderful people in your organization. And to talk about
stuff that really matters.
Work 2.0
Ten Year Report 35

Article 20.
Work 2.0 value starts with me. We accept personal
accountability. Regardless of what our organizations do, or do not
do, we can do more to value other people’s working capital.
If you do step up to this new contract, we’re accountable for:
• Retooling ourselves even faster and more often than
we do today
• Helping to create the structure and connections that ensure
our customers and our company succeed
• Helping to ensure every person around us achieves their
potential
• Asking ourselves: Have I got what it takes today?
• Kicking butt in all competitive situations!
Work 2.0
Ten Year Report 36

Work 2.0
Is Business At War With Its Workforce?
www.simplerwork.com
bill@simplerwork.com
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