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Purpose -The purpose of this paper is to identify recent trends in how the global knowledge workforce is changing and, in particular, organizing, on a massive scale. Knowledge workers have become highly mobile, with a distinctly global orientation. Design/methodology/approach -These new trends are presented within the established four-pillar framework for enterprise transformation. Particular emphasis is placed on the dissolution of traditional organizational boundaries (organization pillar), and creating, on a large scale, living, working and learning environments for attracting, retaining, and growing talent (learning pillar). Supporting infrastructure elements are also addressed (technology pillar). Findings -Attracting, retaining, and growing talent is no longer an issue that can be addressed solely from the viewpoint of a single organization. Knowledge workers are highly mobile, and are tending to be more loyal to their peer communities than to an employer. This requires that organizations look beyond their own boundaries, and work together to create living, working, and learning environments that offer a balanced and fulfilling lifestyle. One way to accomplish this on a large scale is the development of knowledge cities, in which the information and knowledge architecture is at least as important as, and possibly more important than, the physical architecture. Originality/value -In a knowledge economy, the value of human capital far outweighs more traditional, tangible forms, such as plant and equipment. Creating an ideal environment for knowledge workers is a formidable challenge. Yet it is a necessary step in making the transition to the enterprise of the future. The key to success is the understanding that an attractive work environment alone is not sufficient to attract, retain and grow an increasingly global, and mobile, knowledge workforce. A total environment that integrates key elements of living, working, and learning is needed. The four pillars framework will continue to evolve as a tool for designing these environments, especially on a large scale.

PurposeThe purpose of this paper is to begin the process of identifying the attributes which characterize the enterprise of the future (EOF). An initial list of attributes which organizations will need to exhibit in order to compete in a flat world is presented. A formal definition of the EOF is also included.Design/methodology/approachThe list of attributes was generated as a collaborative effort by members of the Enterprise of the Future Roundtable, and the EOF online community of knowledge management thought leaders and researchers.FindingsThe group concluded that the attributes which define a model EOF can be grouped into the previously validated four pillars of knowledge management: leadership, organization, learning, and technology. Although the underlying premise for the four pillars remains the same, recent research into the EOF has yielded new insights regarding the internal makeup of these pillars.Originality/valueTwentieth century enterprise models are already proving inadequate for responding to the problems and issues of the knowledge era. The list of attributes developed here will serve as a guide to seek out and identify organizations which serve as illustrations of model EOF behaviors. The goal is to use the combined list of attributes and examples as a guide for helping organizations transform themselves into high‐performance, knowledge‐based organizations.

Purpose -The purpose of this paper is to summarize the results of the first enterprise of the future industry roundtable. The purpose of the roundtable was to identify the major areas of research needed to help organizations transform themselves in order to achieve sustainable performance in a flat world. Design/methodology/approach -The agenda consisted of individual presentations by thought leaders, followed by a roundtable discussion. Findings -The group concluded that in order to help organizations transform themselves, a focused research effort was required in the following four areas; transformation through the co-creation of new business ecosystems and strategies; new, non-hierarchical organizational designs; creating ideal environments for attracting, retaining, and growing talent; integrating a myriad of technology components into a unified infrastructure. Originality/value -Enterprise transformation is an expensive and risky undertaking. These findings provide an initial set of the most critical research areas needed for successful transformation. Decision makers can use these results as a guide for planning their future research agenda.

Purpose -The purpose of this paper is to examine new leadership approaches for competing in a flat world. Among the many demands placed on twenty-first century leaders is the need to develop entirely new business strategies. Decision making must take into account many complex interactions and multiple scenarios. Yet strategic time horizons are becoming more compressed, requiring shorter planning cycles. Even if the right strategy is formulated, execution is often difficult. In addition, in today's dynamic market environment, both strategy and execution need to be quickly adjusted as conditions change. Design/methodology/approach -The nine-tiered framework presented has been successfully applied by the authors in a variety of settings. The approach integrates top-down strategic planning with bottom-up execution, all within the context of a knowledge-based organization. Findings -The paper finds that the ability of an organization to compete in a flat world is enhanced when all elements of the enterprise are in close alignment. A key role of the leader of the enterprise of the future is to create and maintain this alignment. Originality/value -Through the application of this framework, organizations can improve in several ways that are critical to competing in a flat world. The main benefit is the improved speed and agility that comes from close organizational alignment. Tight coupling of organizational elements allows an enterprise to move closer to the goal of learning, innovating, and executing at the speed of change in the marketplace. In addition, forward-looking organizations will benefit from: gaining the ability to identify critical knowledge gaps, opportunities, and risks; maximizing efficient and effective use of available resources; overcoming cultural barriers which inhibit execution and resist change; improving organizational performance through better measurement and tracking; and more effective leadership.