Coming soon · Book Profile
Workforce Ecosystems
A practical framework for leaders to recognize, define, and orchestrate workforce ecosystems—interdependent networks of employees, external contributors, partners, complementors, and technologies—to reach strategic goals.
A profile of this book is on the way.
What it’s about
Drawing on a multiyear MIT Sloan Management Review and Deloitte research program—dozens of executive interviews and global surveys of thousands of managers—Workforce Ecosystems argues that the very definition of 'the workforce' has changed. Most companies now depend on a complex mix of employees, contractors, gig workers, professional service firms, subcontractors, complementors, and even technologies (bots and automation) to create value. The book introduces the concept of a workforce ecosystem as a structure of internal and external actors working toward individual and collective goals with interdependencies and complementarities, and offers a concrete orchestration framework spanning leadership approaches, integration architectures, technology enablers, and management practices. It shows leaders how to move from controlling employees to orchestrating diverse contributors, how to integrate siloed functions (HR, procurement, IT, legal, finance), how to deploy enabling technologies, and how to attract, develop, and align interests across the extended workforce—while wrestling with the ethical and social responsibilities this expansive view creates. Filled with cases from Novartis, Applause, Walmart, NASA, Roche, Unilever, and more, it equips leaders with the right questions to ask in a domain where best practices don't yet exist.
The through-line
- Who it’s for
- A business leader or manager who wants to reach strategic goals using all the people, partners, and technologies that contribute to their organization's value.
- The problem
- Their workforce now spans internal and external contributors, but siloed, employee-centric management practices and disconnected systems can't handle it. They feel uncertain and uncomfortable leading with less control and lack a playbook, precedents, or best practices.
- The plan
- Redefine your workforce expansively to include everyone and everything contributing to strategic goals.
- Assess your ecosystem using the Three Cs: comprehensiveness, community, and coordination.
- Orchestrate via the four themes: leadership approaches, integration architectures, technology enablers, and management practices.
- Shift from controlling to orchestrating, integrate functions cross-functionally, and adopt skills-focused access.
- Develop socially responsible, ethical practices across the extended workforce.
- The payoff
- Flexible, integrated access to the right skills and contributors at the right time. · Workforce ecosystem strategy that reinforces business strategy and expands strategic options. · Engaged contributors whose individual goals align with collective ones, with fair and inclusive treatment.
See our guide
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Additional reading
- The Organism · Kurt Goldstein
Maslow sources the term 'self-actualization' from Goldstein and builds upon his holistic view of the organism.
- Explorations in Personality · H. A. Murray, et al.
Cited as providing an 'excellent discussion' on the basic principle of centering motivation theory on goals rather than instigation or behavior.
- Social Interest · Alfred Adler
Maslow credits Adler and his followers for stressing the importance of the 'esteem needs,' which he felt were neglected by Freudian psychoanalysts.
- Wisdom of the Body · W. B. Cannon
Provides the foundational concept of 'homeostasis,' which Maslow uses as the starting point for his discussion of physiological needs.
- Multipliers · Liz Wiseman
Explores how leaders can either amplify ('multiply') or diminish ('diminish') the intelligence and capabilities of their teams, a key concept for creating a positive, low-anxiety environment.
- The Fearless Organization · Amy Edmondson
Provides the foundational research and practical steps for creating psychological safety, which the book identifies as crucial for reducing interpersonal anxiety and encouraging people to speak up.
- Mindset · Carol Dweck
Explains the difference between a 'growth mindset' and a 'fixed mindset,' which is presented as a key tool for helping employees manage perfectionism and see failures as learning opportunities.
- Crucial Conversations · Kerry Patterson, Joseph Grenny, et al.
Recommended as a resource for employees to learn how to navigate difficult, high-stakes conversations, directly addressing the book's theme of moving from conflict avoidance to healthy debate.
- Better Allies · Karen Catlin
The author is quoted on specific, actionable steps for allyship, making her book a practical guide for implementing the principles in Chapter 7.
- Blindspot: Hidden Biases of Good People · Mahzarin R. Banaji and Anthony G. Greenwald
Explains the science of implicit bias, which is central to the book's argument that leaders need to be proactive allies because 'not being racist/sexist' isn't enough.