The Key Role Low-Wage Workers Play in Strategy Execution—With Joseph Fuller of Harvard Business School
There are several common mistakes organizations make with respect to how they engage with, understand, and ultimately retain low-wage “frontline” workers. The lack of prioritization on these key individuals carries numerous hidden costs that if addressed could create strategic advantage, boost profits, and improve the lives of employees.
Read Joseph’s recent HBR article for a sneak peek: The High Cost of Neglecting Low-Wage Workers
Joseph B. Fuller
Professor of Management Practice
Joseph B. Fuller
Joseph Fuller is a Professor of Management Practice in General Management and is the co-director of the school’s project, Managing the Future of Work. He currently teaches the Becoming a General Manager course in the second year of the MBA program and formerly headed The Entrepreneurial Manager course in the program’s first year. A 1981 graduate of the school, Joe was a founder, first employee, and long-time CEO of the global consulting firm, Monitor Group, now Monitor-Deloitte. He served as the Chief Executive Officer of its commercial consulting operations until 2006 and remained a Senior Advisor to the firm until its acquisition by Deloitte in 2012. During his three decades in consulting, Fuller worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness. His research interests encompass multiple issues related to the future of work, including the skills gap, the growth of gig work and the care economy. He also studies the evolving role of CEOs and the C-Suite.
Joseph Fuller is a professor of management practice and a faculty cochair of the Project on Managing the Future of Work at Harvard Business School. He also cochairs Harvard’s Project on Workforce, a collaboration among members of the faculty at the university’s schools of business, education, and government.
