The short-lived dot.com episode and the resulting cry of a 'war for talent' illustrated this. For many employers, the threat of losing key staff was reduced to a question of cash, stock, so-called 'concierge' services, dress-down etc. This approach failed on two counts; it avoided the underlying dynamics of change while putting unsustainable pressure on costs. Not surprisingly many of these initiatives have been jettisoned in the recent downturn while the fundamental factors underpinning change have not gone away.

On the one hand, dismal demographics threaten the long-term supply of labour - the number of those between 16 and 24 in the UK has declined by 30% in the last 10 years. At the same time, technology has reduced the barriers to entry for good ideas while years of downsizing has killed off the traditional psychological contract between employer and employee. These factors have profound implications for the work relationship forcing us to recognise new ways of thinking and talking about people and their working lives.

liberare believes that choice has become the guiding principle of this new relationship, giving people genuine flexibility over how, where and when they work. As a multidisciplinary consultancy, we tackle these issues at a fundamental level. In particular, we focus on complex career patterns and how organizations, groups and individuals engage with one another for mutual advantage. This, we believe, is the only sustainable and workable approach to long-term competitive advantage.