The Dream Society: How the Coming Shift from Information to by Rolf Jensen

By Rolf Jensen

A desirable investigate the way forward for enterprise, as featured in speedy Company

The destiny is uncertain­­the global is consistently altering. whereas something can ensue, a few issues are way more most probably than others. Rolf Jensen, across the world well known futurist, presents readers with a tangible examine what the longer term could be like over the subsequent 25 years.

By picking out what lies forward, Jensen provides humans the information they should make educated judgements and strategically align themselves to capitalize at the unknown destiny, a destiny Jensen calls "the Dream Society." This dream society is characterised through the commercialization of emotions.

In this provocative exploration, Jensen says that it'll not be adequate to provide an invaluable product. He exhibits that, for a product to achieve success, its fundamental objective would be the skill to meet an emotional need.

Those who comprehend the workings of this dream society could be the ones who create the hot items, new markets, and new companies that dominate the area of the next day.

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Morris, D. (1996). Using competency development tools as a strategy for change in Human Resource function: a case study. Human Resource Management, 35(1), 35–51. , & MCDermott, I. (1997). The art of systems thinking. Essential skills for creativity and problem solving. Thorson. Schein, E. H. (1987). Process consultation, Vol. II. Cambridge, MA: Addison Wesley. Ulrich, D. (1997). Human resource champions. Boston: Harvard University Press. 37 3 Setting Up the Partnership Function Within any organisation there will be choices to be made about how to structure and staff the Business Partnership.

56 Setting Up the Partnership Function Depending on the size of the organisation, there may also be value in rotating HR staff through different aspects of HR and Operational Management, which is much easier to achieve. This will provide them with a more rounded picture of the different aspects of the business and a greater understanding of how different HR activities can add value. In some more international companies, such as Cargill, there is a need to ensure that the Business Partners gain a broad cultural understanding of the different companies and gain more exposure to the acquisitions across Europe.

II. Cambridge, MA: Addison Wesley. Ulrich, D. (1997). Human resource champions. Boston: Harvard University Press. 37 3 Setting Up the Partnership Function Within any organisation there will be choices to be made about how to structure and staff the Business Partnership. If the business drivers and client needs discussed in the previous chapter are clear, then this may already provide an indication of how best to set up the function. However, often structures and staffing issues emerge from the existing shape of the organisation, rather than being designed to meet a particular need.

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