Category Archives: Recent Articles
A series of articles I wrote about the Timewise Power Part Time List of groundbreaking business leaders with innovative work styles appeared in the Financial Times on 5 December 2013: http://timewisefoundation.org.uk/wp-content/uploads/2013/12/FT.pdf?utm_source=Email+4+Did+attend+Other+from+Karen&utm_campaign=eba6fb6df7-Power_Part_Time_INVITATION8_30_2012&utm_medium=email&utm_term=0_e418c6fd6a-eba6fb6df7-274296349
I’ve just taken part in a lively discussion programme about flexibility and the future of work on the BBC World Service. Fellow guests were the Guardian’s Zoe Williams and Microsoft’s Dave Coplin. The programme, In the Balance, presented by Colm … Continue reading
Getting men to lead change is a key step in shifting persistent gender imbalance at the top of organisations, writes Alison Maitland Published by International Women of Excellence, June 2013
Tips for busy female professionals on travelling light and crumple-free, by Alison Maitland Published by International Women of Excellence (IWE), March 2013
Why insisting that workers come to the office may not increase collaboration, by Alison Maitland The Conference Board Review web exclusive March 2013. Read it here: http://tcbreview.com/spring-2013/face-to-face-fallacies.html
New research from Wharton business school has found what claims to be the strongest evidence so far that having satisfied employees drives up the value of a company. Published by International Women of Excellence, Feb 2013.
Alison Maitland examines how even the most senior roles can be reshaped more flexibly for the 21st century Workspace column, The Conference Board Review, Winter 2013
An interview with Alison Maitland, co-author of Future Work, in the January 2013 issue of Leading Effectively, the e-Newsletter of the Center for Creative Leadership.
Many organisations still see “part-time” as synonymous with junior or middle-ranking roles and modest responsibility and ambition. The new Power Part Time List shows just how outdated traditional views on part-timers are becoming.
But giving individuals more control means managers having to give up some of their perceived control, writes Alison Maitland Published by IWE, October 2012