Ilana Ettinger

To win tomorrow’s war for talent, companies will need to construct new types of employee experiences. The best ones will blend the freedom and opportunity of working for the internet with the scale and community of traditional employment.

Like “future of work” companies, workforce development companies are focused on addressing challenges in the labor markets. But unlike “future of work” companies, which are ambiguously defined to include a wide array of companies, the workforce development category is precisely focused on solutions that improve the quantity and quality of labor.

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Weaving surprising science with personal stories and original illustrations, each chapter examines one uncomfortable feeling—like envy, burnout, and anxiety—and lays out strategies for making it manageable.

“Women need to be twice as good to get half the credit. Fortunately many women are four times as good.” —Alison Davis-Blake, former president of Bentley University (p. 17)

Knowledge work is less structured, more spontaneous, and harder to teach. “Our knowledge,” says Glaeser, “builds on things that we learn from people around us.“ Being close to other knowledge workers makes it easier for us to learn new things and develop new ideas. As such, knowledge work is best done in cities.