Foreword

There was a time when successful onboarding meant that new hires learned what they needed to learn, filled out the forms they needed to complete, and met their manager on their first day. That was the functional lens. Yet turn it around and look at the same scene through the lens of the employee—and ask, is this iconic?

To my dismay, at IBM, the answer was no. We had architected a flawless HR process, but many of our new hires were underwhelmed during their first few days. It became clear that it would take a redesigned cross-functional effort—with security for badges, IT for collaboration software and device connectivity, and real estate for workspace—to get it right. And it took design thinking to create the disruptive ideas needed ...

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