Lynda Gratton
Professor of Management Practice in Organisational Behaviour
BA PhD (Liverpool)
Lynda is a Professor of Management Practice at London Business School where she directs the program ‘Human Resource Strategy in Transforming Companies’ – considered the world’s leading program on human resources. Her elective on the Future of Work is one of the school’s most popular and in 2016 she received the school’s ‘Excellence in Teaching’ award. For over ten years she has led the Future of Work Consortium which has brought executives from more than 60 companies together both virtually and on a bespoke collaborative platform.
Lynda has written extensively about the interface between people and organizations. Her books cover the link between business and HR strategy (Living Strategy), the new ways of working (The Democratic Enterprise), the rise of complex collaboration (Hot Spots and Glow) the impact of a changing world on employment and work (The Shift ) and the impact of longevity on society (The 100 Year Life – co-authored with Andrew Scott). In 2012 The Shift received the best book of the year in Japan and has been translated into more than 15 languages. In 2015 The Key won the CMI Management Book of the Year. In 2017 The 100 Year Life was shortlisted for the FT Business Book of the Year, became the best selling book in Japan and has been translated into 15 languages.
Lynda’s work has been acknowledged globally – she has won the Tata prize in India; in the US she has been named as the annual Fellow of NAHR and won the CCL prize; whilst in Australia she has won the HR prize. She has been named by Thinkers 50 has one of the top 15 thinkers in the world.
Lynda is a Steward of the World Economic Forum and has chaired the WEF Council on Leadership. She serves as a judge on the Google.org prize, and in November 2017 was named as a council member of Prime Minister Abe’s council on social change.
- lgratton@london.edu
- +44 (0)20 7000 8917
- Lynda Gratton CV
MBA
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Core Organisational Behaviour
Executive MBA
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Core Human Resource Management
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Leadership Skills
Other
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IEMP Leadership Development
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Electives Human Resource Strategy
Research and Awards
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HR Magazine, HR Most Influential Awards, Lifetime Achievement Award (2013)
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Center for Creative Leadership’s Walter F. Ulmer Jr Award for Applied Research (2011)
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Elected Fellow of National Academy of Human Resources (2010)
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Global HRD Tata HR Leadership Award (2010)
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European Case Clearing, Best strategy case of 2005. Awarded for Gratton, L. and Ghoshal, S. (2002) “BP: Organisational Transformation”
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MIT Sloan Management Review PriceWaterhouseCoopers 2003 Best Article Award: Runner-Up. Awarded for Ghoshal, S. and Gratton, L. (2003) “Integrating the Enterprise.” Sloan Management Review, 44/1: 31-38, 2004
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MIT Sloan Management Review, Richard Bekhart Prize for the best change article. Awarded for Ghoshal, S and Gratton, L. (2003) “Integrating the Enterprise.” Sloan Management Review, 44/1: 31-38.
- Corporate culture
- Human resource management strategy
- Organisational change
- Strategic management
- Organisational learning
- The future of work and innovation
2022
Managers can’t do it all – it’s time to reinvent their role for the new world of work
Gherson D; Gratton L
Harvard Business Review 2022 Vol 100:3-4 p 96-105
2021
How to Do Hybrid Right: When designing flexible work arrangements, focus on individual human concerns, not just institutional ones
Gratton L
Harvard Business Review 2021 Vol 99:3
2020
Coronavirus has transformed work but risks snuffing out a creative spark
Gratton L
Financial Times 2020
Four principles to ensure hybrid work is productive work
Gratton L
MIT Sloan Management Review 2020 9 November
How employers need to change for employees' longer lives
Scott A; Gratton L
Forbes online 2020 23 June
How to increase collaborative productivity in a pandemic
Gratton L
MIT Sloan Management Review 2020 8 June
I’ll tell you something: Covid means fairness is harder to deliver – but more vital than ever
Gratton L
People Management 2020 October
The pandemic's lessons for managing uncertainty
Gratton L
MIT Sloan Management Review 2020 31 August
Working virtually? You're not alone
Gratton L; Stern S
Think at London Business School 2020 23 March
New frontiers in re-skilling and upskilling
Gratton L
MIT Sloan Management Review 2019 Fall Vol 61:1
2018
How leaders face the future of work
Gratton L
MIT Sloan Management Review 2018 Summer Vol 59:3 p 44287
The challenge of scaling soft skills
Gratton L
MIT Sloan Management Review 2018 Published online 6 August, 2018
2017
Corporate implications of longer lives
Gratton L; Scott A
MIT Sloan Management Review 2017 Spring Vol 58:3 p 63-70
Work and the rise of the machines
Gratton L
in Franklin D, (ed) Megatech: Technology in 2050, The Economist Books, 2017
2016
How work will change when most of us live to 100
Gratton L; Scott A
Harvard Business Review Digital Articles 2016
Our assumptions about old and young workers are wrong
Gratton L; Scott A
Harvard Business Review Digital Articles 2016
2015
Foreword
Gratton L
in Deal, J and Levenson, A, What Millennials want from work: how to maximize engagement in today’s workforce, Berrett-Koehler., 2015
2014
Gender role self-concept, categorical gender, and transactional-transformational leadership: Implications for perceived workgroup performance
Wolfram J H; Gratton L
Journal of Leadership and Organizational Studies 2014 Vol 21:4 p 338-353
Spillover between work and home, role importance and life satisfaction
Wolfram H-J; Gratton L
British Journal of Management 2014 Vol 25:1 p 77-90
2013
Cooperation for innovation
Gratton L
in Huff S, Moslein S and Reichwald R (ed.) Leading open innovation, The MIT Press, 2013
The third wave of virtual work
Johns T; Gratton L
Harvard Business Review 2013 January - February Vol 91:1-2-66-73
2011
A ten year journey of cooperation
Gratton L
Book Chapter: In Mohrman S and Lawler E III eds., Useful Research - Advancing Theory and Practice, Berrett-Koehler, 2011
2008
Glow - creating energy and innovation in your work
Gratton L
Financial Times Prentice Hall (UK), Berrett Koehler (US)
2007
Bridging faultlines: overcoming fractures in diverse teams
Gratton L; Voigt A
Sloan Management Review 2007 Summer Vol 48:4 p 22-29
Eight ways to build a collaborative team
Gratton L; Erickson T J
Harvard Business Review 2007 November Vol 85:11 p 100-109
Hot spots: why some organisations, teams and places buzz with energy, and others don't.
Gratton L
Financial Times Prentice Hall (UK), Berrett Koehler (US)
2006
Crafting innovation through collaborating across boundaries
Gratton L
FT Series on Mastering Management, June 2006
Integrating the enterprise
Gratton L
Reprinted in Global Talent: an anthology of human capital strategies for today's borderless world, Human Capital Institute, Washington D.C., 2006.
The democratic enterprise
Gratton L
In Gondossy R; Tucker E; Verma N eds., Workforce wake-up call: your workforce is changing, are you?, Wiley, New Jersey, 2006
Three dimensional human resources
Gratton L
Reprinted in Strategic Human Resource Management (2nd Ed.) Schuler R and Jackson S E (eds), 2006.
Three dimensional human resources
Gratton L
Reprinted in Strategic Human Resource Management (2nd Ed.) Schuler R and Jackson S E (eds.), 2006.
Knowledge and cooperative relationships: when cooperation is the norm
Nahapiet J; Gratton L; Rocha H O
European Management Review 2005 Spring Vol 2:1 p 3-14
Living strategy: putting people at the heart of corporate purpose
Gratton L
in Chowdhury S ed., Next generation business handbook: new strategies from tomorrow's thought leaders, Wiley, 2005
Managing cooperatively
Gratton L
In Delbridge R, Gratton L and Johnson G eds., The exceptional manager, Oxford University Press, 2005
Managing cooperatively across boundaries
Gratton L
in Losey M, Meisinger S and Ulrich D eds., The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow, Wiley, 2005
Managing integration through cooperation
Gratton L
Human Resource Management 2005 Summer 2005 Vol 44:2 p 151-158
2004
Leading the democratic enterprise
Gratton L
in Crainer S and Dearlove D eds, Financial Times handbook of management. 3rd ed., Financial Times/Prentice Hall, 2004
The democratic enterprise
Gratton L
in Thoughts from the top: a collection of interviews with business gurus, HR.com Publishing, 2004
Free to choose: fostering the innovative organization
Gratton L
in Effron M, Gandossy R and Goldsmith M eds., Human resources in the 21st century, Wiley, 2003
Managing personal human capital: new ethos for the 'volunteer' employee
Gratton L; Ghoshal S
European Management Journal 2003 Vol 21:1 p 1-10
Three dimensions of people strategy
Truss C; Gratton L
Academy of Management Executive 2003 Aug Vol 17:3 p 74-86
2002
Improving the quality of conversations
Gratton L; Ghoshal S
Organizational Dynamics 2002 Fall Vol 31:3 p 209-223
Integrating the enterprise
Gratton L; Ghoshal S
MIT Sloan Management Review 2002 Fall Vol 44:1 p 31-38
Paying the piper: choice and constraint in changing HR functional roles
Gratton L; Zaleska J et al.
Human Resource Management Journal 2002 Vol 12:2 p 39-64
1999
Linking individual performance to business strategy: the people process model
Gratton L et al.
in Shuler R and Jackson S E eds., Strategic human resource management, Blackwell, 1999
Linking individual performance to business strategy: the people process model
Gratton L et al.
Human Resource Management Journal 1999 Spring Vol 38:1 p 17-31
Strategic human resource management: corporate rhetoric and human reality
Gratton L; Hope-Hailey V; Stiles P; Truss C
Oxford University Press
1997
A chameleon function? HRM in the 90's
Hope-Hailey V; Gratton L; et al.
Human Resource Management Journal 1997 Vol 7:3 p 5-18
Art of managing people
Gratton L
in Bickerstaffe G ed., Mastering management, Financial Times/Pitman, 1997
Human resource management on the line?
McGovern P; Gratton L et al.
Human Resource Management Journal 1997 Vol 7:4 p 12-29
Performance management and the psychological contract
Stiles P; Gratton L et al.
Human Resource Management Journal 1997 Vol 7:1 p 57-66
Soft and hard models of HRM: a reappraisal
Truss C; Gratton L et al.
Journal of Management Studies 1997 Vol 34:1 p 53-73
1996
Delivering business strategy through people
Gratton L
Long Range Planning 1996 Vol 29:3 p 290-303
Implementing a strategic vision: key factors for success
Gratton L
Long Range Planning 1996 Vol 29:3 p 290-303
Strategy and human resource management
Stiles P; Gratton L
Chartered Banker Journal 1996 Dec p 20-26
1995
Delivering business strategy through human resource practices
Gratton L; Stiles P
Chartered Banker 1995 Dec Vol 1 No 4 p ?
El papel estrategico de los recursos humanos como potencia dores del cambio
Gratton L
Harvard Deusto Business Review 1995 Feb Vol 70 p 4-24
Management of high potential
Gratton L
in Nicholson N ed., Blackwell encyclopedic dictionary of organizational behavior, Basil Blackwell, 1995
The development of empowering leaders: the anatomy of a fast track
Gratton L
in Thomas H, O'Neal D and Kelly J eds., Strategic renaissance and business transformation, John Wiley, 1995
1994
Empowering leaders: are they being developed?
Gratton L; Pearson J
in Mabey C ed., Managing learning, Routledge, 1994
Implementing strategic intent: human resource processes as a force for change
Gratton L
Business Strategy Review 1994 Spring Vol 5:1 p 47-66
Linking human resource strategy and strategy intent
Gratton L
Business Strategy Review 1994 Spring Vol 5 p 47-67
Strategic human resource management: a conceptual approach
Truss C; Gratton L
International Journal of Human Resource Management 1994 Vol 5:3 p 663-686
1992
Heirs apparent: succession strategies for the future
Gratton L; Syrett M
in Syrett M and Hogg C eds., Frontiers of leadership: an essential reader, Basil Blackwell, 1992
Selecting leaders: practice and trends
Gratton L
in Syrett M and Hogg C eds., Frontiers of leadership: an essential reader, Basil Blackwell, 1992
1991
Impact of personnel selection and assessment methods on candidates
Robertson I T; Gratton L et al.
Human Relations 1991 Vol 44:9 p 963-982
1990
Validity of situational interviews for administrative jobs
Gratton L; Robertson I
1990 Vol 11 p 69-76
1989
Work of the manager
Gratton L
in Anderson N and Herriot P eds., Assessment and selection in organizations: methods and practice for recruitment and appraisal, Wiley, 1989
1988
Assessment centres: theory research and practice
Gratton L
Human Resources Journal 1988:4 p 25-30
1987
How can we predict managerial potential in research scientists
Gratton L
Research and Development Management 1987:17 p 87-97
Psychometric properties and design of managerial assessment centres: dimensions into exercises won't go
Robertson I; Gratton L
Journal of Occupational Psychology 1987 Vol 60:3 p 187-196
1980
Maslow's hierarchy of needs across three social groups
Gratton L
Journal of Social Indicators 1980:2 p 45-65
Spillover between work and home, gender self-schema, and life satisfaction
Wolfram H J; Gratton L
COR Working Paper
Why masculine cultures are keeping women out of the boardroom: and the need to courageous experiments
Gratton L; Kenel E; Voigt A
COR Working Paper
2002
Sources of development and mobility: an empirical test of the boundaryless career concept
Zaleska K J; Gratton L; de Menezes L M
COR Working Paper
2001
Unfairness and injustice in HR practices: who is to blame?
Gratton L; Zaleska K J
COR Working Paper
2000
Development and fairness of career opportunities and its impact on commitment and trust
Zaleska K J; Gratton L
COR Working Paper
1999
Fair process as the hidden dimension of good HRM practice
Zaleska K J; Gratton L; Bleackley M
COR Working Paper
Human resource management and procedural justice
Zaleska K; Gratton L; Hope-Hailey V; Stiles P; Truss C
COR Working Paper
1998
Sustaining organisational change through human resource management
Hope-Hailey V; Gratton L; Stiles P; Truss C; Zaleska K
COR Working Paper
1997
Performance management and the psychological contract
Stiles P; Gratton L; Hope-Hailey V; Truss C; Zaleska K
COR Working Paper
2022
Redesigning Work: How to Transform Your Organisation and Make Hybrid Work for Everyone
Gratton L
Penguin
2020
The new long life: a framework for flourishing in a changing world
Gratton L; Scott A
Bloomsbury Publishing
2014
The key: how corporations succeed by solving the world’s toughest problems
Gratton L
McGraw Hill, 2014
Royal Bank of Scotland: the strategy of not having a strategy
Gratton L; Ghoshal S
2003
Democratic enterprise: liberating your business with freedom, flexibility and commitment
Gratton L
Financial Times/Prentice Hall, 2003
Goldman Sachs: the challenge of growth
Ghoshal S; Gratton L
OgilvyOne: Transformation
Goshal S; Gratton L
2000
Living strategy: putting people at the heart of corporate purpose
Gratton L
Financial Times/Prentice Hall, 2000
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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The Future of Work
We stand in the midst of one of the greatest revolutions in organisations and work the world has ever seen. The forces that are shaping our work, our organisations and institutions are becoming ever more apparent as their velocity increases. The trajectory of these forces is unknowable - with future scenarios ranging from the most optimistic to the downright bleak. In this elective we explore these key themes. First, how the context of work and organisations will be shaped by the forces of globalisation, technology, demography, societal changes and resource constraints over the coming decades and the opportunities and challenges this creates. Then we consider the impact this will have on organisations and ecosystems of knowledge and talent, and the role of the company in the community and in society. Finally, we take a closer look at what this means for leadership and for you as you develop your own ideas about how best to prepare for the future.
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The Future of Work
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Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
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Human Resource Strategy in Transforming Organisations
"Organisations thrive when there is a strong alignment between their business goals and their people strategy. This programme will help you identify the steps and form the action plan that will take your organisation to where you want to be in the future." - Leading Businesses into the Future
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Human Resource Strategy in Transforming Organisations