Over 20 years ago, business guru Charles Handy forecast the emergence of the so-called, “shamrock organization.” The shamrock workplace is typified by three leaves, or parts: a permanent corporate core, a portfolio of specialized consultants or contractors creating “specific deliverables,” and temporary workers employed on an “as needed” basis. Where is this new organizational paradigm taking us? What challenges are involved in making this model work? What are the implications for society, individuals, and corporate competitiveness?
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