Book: Corporate Rebels - Make Work More Fun
On 02-02-2020 we published our book 'Corporate Rebels - Make Work More Fun'. This page contains information about the book, how to access a free chapter and how to order directly.
Today’s workplaces are broken. Badly broken. With 85% of employees disengaged, 23% feeling burned out and 37% believing that their job makes no useful contribution to society, work as we know it today is simply not working.
The good news? There is a better way. And it's not just theory. It's already practiced in pioneering organisations around the globe. Drawing on Minnaar and De Morree’s visits to 100+ of the world’s most progressive organisations, this book gives direct evidence that you can make work enjoyable and rewarding, while boosting performance and success. Case studies and solid research are conveyed through 8 practical lessons.
This book is for people who know workplaces could, and should, be better. Whether you’re in the leadership team, a rebel who has been suppressed by corporate dogma or a manager who is trapped in the broken system: this book is for you!
Want to read the first chapter of the book for free? Subscribe to our newsletter and you'll receive a PDF in your mailbox.
About the authors
Joost Minnaar and Pim de Morree are the founders of Corporate Rebels - a global movement to make work more fun. They quit their frustrating, corporate jobs and set out to travel the world to visit the world’s most inspiring organizations. While checking off their renowned Bucket List they share everything they learn.
Their cult blog is read in over 100 countries and has been featured in The New York Times, Forbes, HuffPost, The Guardian, and BBC. The authors have been listed among the 'Top 30 Emergent Management Thinkers' and won the 2019 Thinkers50 'Radar Award'.
“I have long been a fan of the Corporate Rebels and this book captures the essence of their wisdom. The authors provide a no-nonsense, practical, and thought-provoking perspective on the world of work.”
— Daniel Pink - Bestselling author
"The Corporate Rebels are a rare breed: thoughtful, profound thinkers and investigators of the upcoming workplace. They have pooled their talent and time, but especially courage, to let the old go by, and tour the world in a quest for forward-thinking contributions to how humankind does things in a collective mode - and the result has been a spectacular addition to our toolkit of modernization."
— Ricardo Semler - CEO of Semco
“Challenge chosen truth is one of my recurring mottos and that is exactly what Corporate Rebels are doing! A clever read for all employees, HR professionals and business leaders that want to create radically inspiring workplaces.”
— Katarina Berg - Chief HR Officer of Spotify
“A silent revolution in management is under way. For people to notice, and join the revolution, we need to give it a voice, or rather many, many voices. The Corporate Rebels have made it their job to bring us such voices and their stories.”
— Frederic Laloux - Bestselling author
“Corporations need disrupting, and the business world needs the Corporate Rebels. They are a timely and very welcome wake up call for capitalism. A breath of fresh air in management thinking. Their voices resonate for a new generation who are demanding a radically different approach to work and life.”
— Des Dearlove - Co-founder of Thinkers50
“Businesses, or rather their customers and employees, are asking for more sustainable and better ways of organising work. The Corporate Rebels have been able to hit the nail on the head; they share alternatives in an inspiring way. Beautiful!”
— Jos de Blok - Founder & CEO of Buurtzorg
These days, there seems to be a massive interest in less hierarchical, more liberated approaches to work. “Agile,” sociocracy, Holacracy, “teal,” self-management, and other management techniques are now of great interest to a growing number of companies around the world.
People in commercial companies used to think of those working in charities as well-meaning hippies. And those in not for profits viewed their private sector brethren as individualistic, sales-driven sociopaths who struggle to see beyond their bonuses.
Recently, a CEO told us something along the lines of this: "I am trying to set a bit of a frame for a remuneration conversation—for myself and other leaders. One way of talking about it is the ‘appropriate´ ratio of lowest to highest paid, from the front lines to CEO. I also recall you saying that if you ask employees what they think, the usual response is in the order of 6 to 8 times. Is my memory accurate? Are you aware of any empirical basis for this? Or have I made it up?!"