Instead of narrowing in on and trying to resolve specific pain points related to the future of work, consider first looking at the big picture, holistically taking into account changes in work, workforce, and workplace. Access, curate, and engage talent. The traditional talent management mindset focused on attracting, developing, and retaining needed talent.
The evolution of work, workforce, and workplace suggests the Attract-Develop-Retain model may have run its course.
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Consider instead the Access-Curate-Engage approach, in which organizations access talent on the open continuum, curate consumer-grade learning experiences that can enable technology athletes to build skills in real time, and engage talent by realigning rewards, incentives, and leadership to support and enable idea generation, cocreation, collaboration, accountability, and transparency.
Iterate, deliver, and repeat.
Continually iterate the work, workforce, and workplace models to account for changing business and technology landscapes. As new technologies and business models emerge, the work of technology will continually change and leaders in technology organizations likely will need to adapt quickly. Shifts matter: Move from IT capabilities to work outcomes. Bias toward speed and progress, not perfection. Recognize that speed and time to market are often key to competitiveness and cocreation.
JITE v33n3 - Studying the Impact of Technology on Work and Jobs
Releasing and iterating a minimally viable product based on customer feedback is fast becoming the norm. Technology work of the future is more akin to building speed boats than large naval vessels. Reliability, security, and resilience are still required, but flexibility, agility, and speed typically are more important.
Embrace cocreation at the team, enterprise, and ecosystem levels. The future of work is not a solo journey. Partner with other executive leaders and business and functional executives and equip them with the knowledge and ability to make informed technology decisions. The global CIO survey found that technology leaders who elevate the tech fluency of business counterparts are likely to have deeper and more influential relationships with their peers. Iterate with end—the outcomes—in mind.
This journey may be triggered by business reorganization, skills shortage, business realignment, office space redesign, or many other potential causes. Irrespective of its entry point, a business should define work outcomes before trying to transform the workforce or workplace. Jumping ahead to reskilling the workforce or redesigning the workplace without understanding the shift in technology work could create chaos and confusion.
After establishing work outcomes, leaders can determine the tools, automation, workforce needs, and how to augment humans with machines. Work outcomes and workforce decisions together can help determine the type of physical workspace, collaboration tools, and culture needed to support the change. Enable real-time learning.
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Gone are the days when professionals crafted and perfected their skills over decades, even lifetimes. An average employee may have multiple careers in an organization. To engage and retain high performers, leaders should develop continuous learning programs that provide real-time skills acquisition, on-the-job training, and experience-based rapid knowledge transfer.
Stay informed through tech sensing. The increasing speed of technology change can make it difficult to stay abreast of advances. Technology leaders can keep informed of emerging technology trends and their business implications. Many leverage partner ecosystems to tap into new technologies, while others collaborate with universities and incubation hubs or invest in startups.
Align with purpose. Top talent often wants to work for companies whose ambition, passion, and purpose rise above economic considerations. Authentically aligning the organization to environmental issues, human development, public health, or other relevant cause that can help bring meaning to work can directly impact talent recruitment. Tolerate calculated risk. Typically, technology leaders avoid or minimize risk while business leaders seek to maximize value while taking calculated risks—two perspectives that are often at odds.
Leaders shaping the future of work in technology can devise ways to consistently understand and agree on risk appetite with key stakeholders and make decisions and course corrections accordingly. Embrace ambiguity, uncertainty, and experimentation and avoid making risk decisions on behalf of the business. Instead, collaborate to make more informed, data-driven decisions. Think big to create an audacious future. Focusing on the big picture, rather than a single tool or solution, can help leaders take the first steps toward creating the future of work.
New Technology, Work and Employment
Foundational change takes time and persistent work across multiple dimensions. Simply reskilling staff, bringing on a new leadership team, or automating existing work likely will not alleviate current challenges. Instead, a holistic plan that employs multiple work, workforce, and workplace strategies has a higher likelihood of success.
Jeremy Arnold , Tanha Ashraf , and Mike McLaughlin were instrumental in helping us with content development, interviews, reviews, and launch planning, and Tiffany Stronsky provided her expertise in marketing, public relations, and social media. Jeff Schwartz et al. View in article. Interview with Satish Alapati, conducted January 28, Interview with anonymous CIO, conducted January 22, Bill Briggs et al. Interview with Jo-ann Olsovsky, conducted December 4, Interview with John Hagel, conducted November 27, Briggs et al. Interview with Rachel Parent, conducted December 14, Interview with Steve Price conducted March 25, Schwartz et al.
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Guszcza and Schwartz, Superminds. Unpublished Future of Work in Technology survey data, collected February Interview with Stella Ward, conducted April 1, Erica Volini et al. CIOs lead unique and complex lives—operating at the intersection of business and IT to deliver value to their organizations. The program provides distinctive offerings to support the CIO career life cycle through leadership-development programs, immersive lab experiences, insight on provocative topics, and career transition support to complement the technology services and solutions we provide to our clients.
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Bill Briggs. Atilla Terzioglu. Minu Puranik. Reimagining the role of technology Three interrelated dimensions: Work, workforce, workplace Imagine, compose, and activate the future of work. New IT disciplines Business cocreation. Caroline Brown was the lead writer and the chief wordsmith. Cover image by: Sonya Vasilieff. Endnotes Jeff Schwartz et al. View in article Interview with Satish Alapati, conducted January 28, View in article Bill Briggs et al. View in article Ibid.
View in article Interview with Jo-ann Olsovsky, conducted December 4, View in article Interview with John Hagel, conducted November 27, View in article Briggs et al. View in article Interview with Rachel Parent, conducted December 14, View in article Interview with Steve Price conducted March 25, View in article Schwartz et al.
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Beyond the technology itself, what is genuinely novel and transformative about automation, AI or 'platformisation', which more mundane technologies might we be missing from the analysis? Registration links will be available from October. You are no longer limited to looking for jobs in your area. You can go to the internet, use any number of job-seeking sites and find remote jobs or positions available to freelancers from anywhere.
Companies can hire qualified candidates half a world away if they choose to, though most still try to limit the ratio of remote employees and contractors to full-time ones. Gigging , the process of jumping from job to job or taking on multiple freelance jobs at one time, is growing in popularity, with some estimations predicting the gig economy will grow to over 40 percent of the workforce by This has big implications for all workers and employers.