
Reshma Saujani on recoding work for gender equity
- 22 JUN 2022 | MANAGING THE FUTURE OF WORK
If it’s cool for girls to code, why aren’t more women working in technology? And why
are working mothers in all sectors finding it difficult to establish and maintain
careers? Reshma Saujani, founder of Girls Who Code and Marshall Plan for Moms, shares
her formula for structural change.
If it’s cool for girls to code, why aren’t more women working in technology? And why
are working mothers in all sectors finding it difficult to establish and maintain
careers? Reshma Saujani, founder of Girls Who Code and Marshall Plan for Moms, shares
her formula for structural change.

The Emerging Degree Reset
By: Joseph B. Fuller, Christina Langer, Julia Nitschke, Layla O’kane, Matt Sigelman, Bledi Taska
- 9 Feb 2022
- |
- The Burning Glass Institute
Employers are resetting degree requirements in a wide range of roles, dropping the requirement for a bachelor’s degree in many middle-skill and even some higher- skill roles. This reverses a trend toward degree inflation in job postings going back to the Great Recession. And while the Covid-19 pandemic accelerated this process, this reset began before the crisis and is likely to continue after it.

The Gift of Global Talent: How Migration Shapes Business, Economy & Society
By: William R. Kerr
- 27 May 2020
The global race for talent is on, with countries and businesses competing for the best and brightest. William R. Kerr combines insights and lessons from business, government, and individual decision making to explore the data and ideas that should drive the next wave of immigration policy and business practice.
Research Topics
Vodafone: Managing Advanced Technologies and Artificial Intelligence
By: William R. Kerr & Emer Moloney
- 19 FEB 2018
Vodafone was operating in the fast-moving telecommunications market where innovation and scale were key. Faced with an onslaught of technological advances-big data, automation and artificial intelligence-CEO Vittorio Colao reflected on how he should change the organization to incorporate these advancements to improve the way the functions work, how to incorporate machine learning and artificial intelligence that de facto improve productivity and slash costs and what can he could do to give back to society and make sure that new opportunities were created for the new generation.
Transformation at ING (A): Agile
By: William R. Kerr, Federica Gabrieli, & Emer Moloney
- 15 JAN 2018
In December 2017, Vincent van den Boogert, CEO of ING in the Netherlands, was reflecting upon the company's "agile" transformation, a reorganization of work which had been critical to respond to and exceed rapidly changing customer expectations. Launched in 2015 at the head office, agile had spread to the rest of the Dutch organization, from client services to the branch network, and permeated the overall company culture. It was now time to rollout the transformation to other units of the ING Group, but some questions remained: could agile be as successful in other countries as it had been in the Netherlands? How fast should ING roll out the transformation? How could they build on the experience acquired so far to improve their methodology?
Hot Chicken Takeover
By: William R. Kerr, Manjari Raman, & Olivia Hull
- 27 FEB 2019
By December 2018, entrepreneur Joe DeLoss's fried chicken company, Hot Chicken Takeover, has opened three restaurants in Columbus, Ohio using an unconventional employment model that helps people with criminal records get back on their feet. DeLoss is proud of the supportive employment environment he has cultivated, but wonders how to scale it beyond Columbus.
The Golden Triangle: Back in Business (A)
By: Joseph B. Fuller, William R. Kerr, Manjari Raman, & Donald Maruyama
- 08 FEB 2018
The Golden Triangle Region (GTR) is a three-county area in rural Mississippi that suffered a steep decline as manufacturing companies faced pressures from automation and overseas competition. Between the mid 1980s and late 1990s, several textile, toy, and tubing factories that accounted for a substantial share of local employment closed and forced GTR residents to make a difficult choice - leave their homes and communities behind for better employment opportunities elsewhere or stay and face a lower quality of life. GTR LINK, the local economic development agency, brought in a new leader in Joe Max Higgins, Jr in order to stem the flight of businesses from the region and offer locals the hope that they could stay and still enjoy a better tomorrow.
Digital Transformation at ING Netherlands
By: William R. Kerr
By: William R. Kerr
- 21 OCT 2019
Vincent van den Boogert, CEO of ING Netherlands, discusses ING’s digital transformation
efforts
Vincent van den Boogert, CEO of ING Netherlands, discusses ING’s digital transformation
efforts

Want a Part-Time Job? Here’s Why Corporate America Won’t Hire You.
Re: Joseph Fuller
- 08 Jun 2022
- |
- Business Insider

Guild Education Reaches $4.4 Billion Valuation As Labor Market Demands Continue—And A Downturn Threat Rises
Re: Joseph Fuller
- 02 Jun 2022
- |
- Forbes

The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI
By: Tsedal Neeley
- 10 May 2022