Menu
We are on the cusp of creating a way of working that is blended, agile, flexible, remote, and geographically dispersed.
Companies that plan to “level up” and grow their contingent workforce as the economy re-opens can benefit from taking some important steps.
Independent workers can help companies create a more resilient, flexible, and productive workforce.
The battle for remote work has been ongoing. Will this short-term (at minimum) and large-scale experiment in remote work change that?
If we were designing a labor market today, we’d create one that supports all workers, not just employees.
Management issues companies face as their workforce becomes more remote, flexible, and independent.
But they’re not. Why are they still preparing students to be full-time employees in traditional jobs
California signed AB5 into law. What impact – if any – will it have on the Gig Economy?
Natalie works independently as an interior designer. She listens to the stories spaces have to tell, and creates the stories of people who live in them.
Dr. Bahri found five behaviors that allow people to thrive in times of career change.
Our system of classifying workers as employees or independent contractors is broken. How can we fix it?
Google recently announced that it will require staffing agencies that supply talent to Google to provide a minimum wage and benefits to their employees.
Just look at the data. And if you don’t believe that, just look around.
The Gig Economy is exposing the glaring disconnect between the entrepreneurial work our country says it values and the full-time jobs with a single employer that our tax and labor policies actually support.
The gig economy employer values the quality of worker results, not the process by which they are created.
The gig economy is growing and here to stay, yet the future of one key labor policy that supports it is uncertain: The Affordable Care Act (ACA), otherwise known as Obamacare.
The winners and losers in the U.S. economy have traditionally been easy to identify.
Over the past five years of teaching business school students about the Gig Economy I’ve heard a lot of fear and concerns about this new world of work. While the Gig Economy creates winners and losers, just as our traditional jobs-based economy does, it also offers many interesting and even lucrative opportunities for workers willing and prepared to take advantage of them.
When the students in the MBA course I teach on the gig economy ask me for the best thing they can do to prepare for their future careers, I tell them:
In the race to get the check in hand, most entrepreneurs don’t do in-depth due diligence — or any due diligence — on the venture capital (VC) firms they pitch. Founding teams eager to raise capital to grow their companies enter into long-term partnerships with VC firms they don’t know well. It’s a risky strategy that can leave startup CEOs in mis-aligned partnerships with unrealistic expectations.
2013 had all the signs of being a comeback year for venture capital. Booming public equities and a recovered IPO market generated record portfolio company exits and distributions from VC funds. The industry realized its highest returns since the Internet boom.
Steve Jobs, Mark Zuckerberg, Sergey Brin: We celebrate these entrepreneurs for their successes, and often equally extol the venture capitalists who backed their start-ups and share in their glory. Well-known VC firms such as Kleiner Perkins and Sequoia have cultivated a branded mystique around their ability to find and finance the most successful young companies. Forbes identifies the top individual VCs on its Midas List, implicitly crediting them with a mythical magic touch for investing. The story of venture capital appears to be a compelling narrative of bold investments and excess returns…
In the Kauffman Foundation’s recent report “We Have Met the Enemy…and He is Us,” we present the disappointing returns generated from the Foundation’s venture capital portfolio. Like many other foundations, endowments and pension funds, Kauffman’s investments in venture capital have, for more than a decade, persistently failed to generate the promised “venture rate of return” of at least two times our capital invested, after fees and carry.