future of work
As the COO of Hot Spots Movement, a research company specialising in understanding what the future of work will look like, I spend a lot of time thinking about jobs – both at a global level and with regards to my team. Frankly, I’m increasingly thinking that job descriptions are a waste of time. With work becoming far more task and project-based, traditional job descriptions feel too static and only marginally helpful in understanding what an employee contributes and how he or she can develop to bring even more value to the organisation. I’d suggest we arrest the time robber that job descriptions are, in favour of focusing on competencies, tasks and projects.
At Hot Spots Movement, we think that rather than expecting candidates to fit job descriptions, organisations and managers should focus on building roles around employee capabilities and potential. And we actually walk the talk: when we recruit, we look for candidates with capabilities, specific skills and a mindset that roughly address the needs within our team, and we then swiftly move on to continually identifying what they are good at. Defining their role based on those factors rather than a pre-existing job description seems to be a far better approach. Not only are project portfolios easier to change than people and more easily support my preferred approach of building on strengths than remedying weaknesses, it’s also an approach that can unveil unsuspected skills and aptitudes. And in this day and age, it’s important that roles can evolve easily over time to move in line with employee life stages rather than follow a set career route.
One of the core differences between this approach and traditional job-description-driven recruitment and development is the fact that it shifts the focus away from ticking boxes on a list of short-term wants. Instead, it encourages looking for a strong match between personality, purpose and values of the company and the candidate – a firm basis for a long-standing and productive relationship between employer and employee.
This type of fluid approach is often associated with smaller, newer workplaces – but there’s no reason it wouldn’t work in a big organisation. What matters is whether the line manager is able and willing to implement it.
Over the last couple of years, I’ve been learning the art of Improv. For those of you who have never experienced such joy, Improv is a form of completely unscripted theatre or comedy, where a group of fully-grown adults create a story, characters and some kind of plot completely in the moment. As we walk onto the stage we have no idea who our character will be, where the scene is, or what the relationship is that we have with each other And yet, somehow it works. Somehow, we create something that is coherent, makes sense and sometimes – just sometimes – is hilariously funny.
Now, if this were a team in an organisation, we would consider it doomed to fail: No goals, no clarity on team roles, no accountability – no chance. But in this domain it succeeds. It got me thinking about what it is that makes it possible for Improv to… well, just work really, and what that could then teach us about creating successful teams in organisations. It all starts with three simple rules that allow everything else to follow freely:
#1 Listen to offers
The first time I got on stage to do an Improv scene my mind was screaming to me: “Say something. Anything. For the love of God fill the silence!” The result: disaster and a very public way to learn the hidden beauty of staying quiet and listening. And so comes the first rule: listen to what others are offering. The only way that something unscripted can work is if you are truly listening to all the cues your team are sending you about where you are in the scene, who your character is to them, and what the hell’s going on. Likewise, they need to be listening out for every possible piece of information from you so that you can all create something together.
There are many parallels here to what we see happening in teams. I can recall so many meetings in which it’s seemed like we’re all working off a different script. And why? Because that’s exactly what we were doing. We were armed with our own individual scripts about what we wanted to achieve, our foregone conclusions about the matter, ready to force that on others whether consciously or without even realizing that’s what we were doing. Next time you’re in a meeting with your team, try leaving the script behind. Make a conscious effort to focus and hear every ‘offer’ made by the other person. Every sentence, every word.
#2 Accept offers
The most awkward moments in Improv are when one actor makes an ‘offer’ in terms of what’s going on in the scene, for example: “Hey, great to bump into you. We always seem to see each other at this same park” only for their fellow actor to reject that offer and instead pursue their own agenda: “This isn’t a park it’s a school classroom, what were you thinking?” There’s really nowhere good to go from that point. It’s a clear rejection and now you are both completely lost somewhere in a… school parkroom? Or a park school class? Huh? When this happens in Improv it’s painfully visible and the chaos that ensues is immediate.
Once again, having learned this the hard way in performances, I’ve become particularly aware of it in other realms of life and work. How often do we listen to someone’s idea (offer) only to reject it, either subtly by moving the conversation back to our own brilliant idea, or by outright declaring it impossible due to a set of constraints reeled out too quickly to be a true response to what we’ve just heard?
I think the reason we find this so hard is because it requires us to be vulnerable. In a scene, if I accept someone else’s offer in terms of where we are or what our relationship is, then I have to put more thought and energy into responding than if I were to simply shut it down and force my own idea – inevitably one I’m more comfortable with. It’s unknown territory and I can’t guarantee I’ll sail through it. Likewise, exploring someone else’s way of thinking at work means letting go of our reassuringly familiar reality to step into theirs. It’s uncomfortable. As a leader, you may feel you need to add value by having the vision and providing clarity of output. You may feel that if you’re not driving the meeting or the project, then you’re not doing you role as a leader. However, the two are of not mutually exclusive at all.
Next time you feel yourself inclined to say no to an idea – to reject someone’s offer – perhaps take a moment. Acknowledge that it feels a bit uncomfortable and then stick with it. It may be that the discomfort lasts only a few moments and is the path to something you never thought possible.
#3 Make other people look good
Every so often, I’ll be in a scene and see an opportunity to throw in a line so witty it’s sure to have the crowd thinking, ‘God she’s hilarious’. And every time I’ve given into the temptation it’s resulted in a soul-destroying awkward pause. Now, while this is no doubt useful feedback about the quality of my jokes, it’s also a fairly unanimous experience in Improv. Why? Because Improv is about teams, not stand up comics, and any attempt to elevate yourself over and above your fellow Improvisers just destroys whatever it is you were creating together.
And so comes the third rule: make others look good. The logic is pretty simple when you think about it: if everyone does it, then everyone ends up looking good. Lovely. So what happens if we take this approach in our teams? If we all go in agreeing that our role is to make our team members look good rather than being our individual best?
This doesn’t mean that individual performance is completely negated, but that in an environment in which no one superstar (or stand up comic genius) is sufficient to succeed, we all embrace working together. We all help amplify the performance of others and bask in the great feeling that comes with knowing that they will do the same for us. This is how we can unleash additional value, enabling others else to shine and then building on that ‘greatness’.
These rules are pretty simple. But what resonated with me was how incredibly important they are in any successful collaboration – whether it be a friendship, a relationship, a project team or maybe even an Improv group. And that they are mutually reinforcing. Follow one of the rules avidly and you’re sure to find yourself deploying the other two: really listen to the other person in your team and you will find yourself immediately more likely to accept their offer and help them look good.
In increasingly unpredictable and unscripted worlds, perhaps now is the time to truly embrace improvisation.
In 1932, philosopher Bertrand Russell wrote an essay titled In Praise of Idleness. He was writing at a time when only the most affluent in society had the opportunity for leisure time while the poor laboured away in dirty, dangerous and dull work. Today, the situation is quite the opposite: for the first time in history, the most skilled, highest earners in society are working the longest hours. But why is it that those who can afford the most leisure are now taking the least?
It turns out we still have much to learn from the old greats such as Russell and Keynes. Both had distinct yet complementary philosophies on the meaning of work that may help us understand why affluent knowledge workers, with above average pay cheques and already high standards of living, are slaving away to the point of burnout.
The first message is that as a society, we have had a vested interest in seeing work as virtuous. Back in the 18th and 19th centuries, the virtues of work were extolled by the affluent, upper classes who, according to Russell, preached ‘the dignity of labour [to the poor], while taking care themselves to remain undignified in this respect.’ The dignity of labour ‘kept adults from drink and children from mischief,’ by distracting them with 15-hour work days. This ideology was reinforced by religious beliefs that the poor were far more likely to go to heaven than the rich, thus their gratification was coming, just posthumously. So what does this mean for today? According to Keynes, despite entire populations moving into higher skill, higher paid work, ‘we have been trained too long to strive and not to enjoy.’ We ascribe status now to those who make valuable contributions to the success of organisations and our ‘busyness’ has become a proxy for that level of contribution. Perhaps then, if we are to resolve the challenge of long working hours, burnout and stress, we need to remind ourselves of the meaning of work, its role in our own lives and in society as a whole. Now that we don’t need work to prevent us all from becoming delinquent on gin and to get into the afterlife, maybe we can reassess how we spend our time?
A second message from the works of the old greats is that how we spend our leisure time is also a point of contention. Both Keynes and Russell stressed the importance of leisure time in pursuing academic and creative interests. According to Russell, the small leisure class in previous centuries ‘cultivated the arts and discovered sciences; it wrote the books, invented the philosophies, and refined social relations […] without the leisure class, man would never have emerged from barbarism.’ Today, we might argue that these activities take place within institutions such as universities, businesses and NGOs. However, Russell warned that when ‘studies are organised […] the man who thinks of some original line of research is likely to be discouraged,’ making it an inadequate substitute for real leisure time.
While our context has changed markedly since the 18th and 19th Centuries, perhaps there is still something to take from this. How can we liberate people to pursue their passions, experiment and innovate under the necessary pre-condition of ‘no required output’? Some companies such as Google and 3G have attempted this with their ‘20% time to play’ rule, allowing employees to spend the equivalent of one day a week following up on an idea they have had on the understanding that it may come to nothing. But maybe, instead of creating rules around when and how much work time people can spend in liberated, free-thinking, we need to accept the fact that people need to be absent, disconnected and unrestricted if we want them to come up with new ideas. In short, we need to acknowledge the value of leisure time and ensure that work does not encroach. Likewise, we need to reserve energy as well as time for the pursuit of leisure or else, according to Russell, ‘pleasures […] become mainly passive: seeing cinemas, watching football matches, listening to the radio, and so on [… as a result of our] active energies being fully taken up with work.’
Keynes predicted that we would all be working three-hour days by now. We’ve perhaps ended up closer to Russell’s depiction of ‘a large percentage of the population idle, because we can dispense with their labour by making the others overwork.’ We simultaneously have people working extended hours and persistent unemployment. Could our ineffectiveness at addressing the skills mismatches behind this phenomenon be in part because we can make the skilled overwork? Both Keynes and Russell expected it to take some time to transition into a society that can accept and create value through extended leisure, without blindly pursuing more and more work as an end in itself. But perhaps it’s worth remembering Russell’s departing line: ‘there is no reason to go on being foolish forever.’
Keynes, John Maynard. “Economic Possibilities For Our Grandchildren”. (1930): n. pag. Print.
Russell, Bertrand. “In Praise Of Idleness”. (1932): n. pag. Print.
Henrik Ibsen’s play, Master Builder, tells the story of a self-made architect, Halvard Solness, who is increasingly afraid of the young displacing him. As I was watching the piece in the Old Vic Theatre a few weeks ago, one of Halvard’s lines caught my attention: “The young are waiting. In all their power. Knocking on the door.” This made me wonder whether Halvard’s fear is actually real. Will older workers be made redundant by young upstarts? Does the mature workforce need to step out of the young’s way and give them space? And what are the implications – positive and negative – for organisations?
It turned out Halvard was worried about a myth. The reality is that your organisation will see teams in which employees like Halvard and the young will work together. The young were not knocking on Halvard’s door to take his job. Quite the contrary, the young showed up to take jobs his activity created. So how exactly can employing older workers help your organisation grow and create more jobs in the process?
Age diversity provides you with the opportunity to combine skills and characteristics unique to different groups and thus create an effective and efficient organisation:
- The equivalent to Halvard in your organisation has been building their network for more than 40 years. The young know well that they cannot compete with that. Instead, on one hand, their ambition and determination can keep Halvard motivated. On the other hand, Halvard can transfer his network to the young, so your organisation has access to it when he retires.
- Younger workers are often still trying to define their mission and passion, which can translate into higher turnover. Indeed, according to one recent study, Millennials expect to change jobs every three years. Chances are Halvard has worked for you for a while and he has stayed with the organisation through thick and thin. This means he has a deep understanding of the history and culture of your company that cannot be easily emulated by new entrants.
- In the past decades, work became part of Halvard’s daily routine, and all of a sudden he has 8 hours on his hands to kill. Flexible working is a good way of helping people like Halvard transition to retirement. In fact, there has been a 140% increase in over-65s running their own business in the last decade, revealing the many new ways in which organisations can engage with more mature workers. It’s a win-win as the organisation retains Halvard’s critical skills at a reduced cost, and he gets some help with his pension too.
So what can you and your organisation do to avoid a Master Builder-like frustration?
- Help the Halvards in your organisations continually update their skills to stay relevant in a new day and age. Organisations such as GE and HP use reverse mentoring to help different generations learn from one another and to enhance generational cohesion.
- Sense check the signals you are sending to older workers. Do your people processes and practices signal that mature workers are valued? Or do pension arrangements, performance processes and training budgets signal that careers have a hard stop at 65 in your company?
- Break the perceived link between age and stage in your organisation. Retaining older workers will mean people may be managed by someone younger than them. This can create conflict in organisations in which progression and seniority are strongly linked to age and tenure. Creating more flexibility in career ladders is one way to ensure that age and seniority are no longer considered one and the same.
So, what’s the conclusion? Yes, the young are coming and knocking on the door in all their power. Halvard however still has a great deal to offer. As his good friend and counsel, Dr. Herdal, tells him, “You are not laid on the shelf yet, I should hope. Oh no—your position here is probably firmer now than it has ever been.”
Find out more about the challenges and opportunities of longevity by pre-ordering your copy of Lynda Gratton and Andrew Scott’s upcoming book, The Hundred-Year Life at www.100yearlife.com or contact David at email@example.com
 As written on the Old Vic Theatre’s website.
 Milligan, B. Older workers create extra jobs for young people – report, BBC – British Broadcasting Corporation 2015
 Meister, J. Job Hopping is the ‘New Normal’ for Millennials, Forbes, 2012
 Trends and Drivers of Workforce Turnover. Mercer Workforce Metrics Survey, 2014
 Altman, Dr. R. A New Vision for Older Workers: Retain, Retrain, Recruit, A Report to Government 2015
 Steimle, J. Reverse Mentoring – Investing in Tomorrow’s Business Strategy, Forbes, 2015
Ten years ago I took my son to East Africa to stay in a Masai village. I reasoned that time with these mighty warriors would be a good anecdote to his rather cosy suburban life.
On the second day at the village, our Masai guide walked with us into the surrounding countryside. Then something surprising happened. The silence of this picturesque place was pierced by a strangely familiar sound. From his belt pocket the warrior took his ringing mobile phone. This was not something I’d expected.
Four years ago I had been asked by the female students at London Business School (LBS) to speak at their annual Women in Business Conference. I spoke for around 30 minutes on the way that large corporations could make a positive difference in the world – a topic I had explored in a recently published book. In the Q&A session that followed I expected to be asked about corporate social responsibility. Instead, I was quizzed about how I had managed to be a mother and also build a relatively successful career as a professor and business woman. This was again something I had not expected.
Yet these unexpected experiences had something profound in common. They were both ‘weak signals’ in the sense that they both alerted me to something I had not really or deeply considered. They also heralded something that would become more important in the future.
I had not realised the scale with which mobile phones were being rolled out across East Africa and indeed that they contained the possibility of transferring money. And I had not realised how deeply worried young women were about the life choices they face.
Both these weak signals had a profound impact on my thinking. The first led to the creation of my Future of Work Research Consortium – dedicated to analysing the impact of trends in technology, demography and society on corporations and the people that work for them. The second helped me understand the huge impact that Anne-Marie Slaughter’s piece in the Atlantic would have when she wrote about her personal challenges in ‘having it all.’
I’m not sure it’s possible to actively seek out weak signals – often times, serendipity seems to play a key role. But here are some ideas:
– Don’t turn your back on what seems hard to comprehend. Frankly I was amazed by the questions at the LBS event. What was wrong with these women that my personal life was so interesting to them? Yet as I reflected on what had happened I began to realise that I had inadvertently tapped into a deep seam of anxiety. I began to realise that young women are genuinely concerned about their future, and as a commentator about the future I needed to understand this and indeed learn more about it. I’ve learnt to be very sensitive to people or ideas that don’t fall into my way of thinking.
– Be prepared to get off the beaten path. I had not expected to learn about technology through a family visit to East Africa. Yet by getting out of my normal routine I was faced with new experiences that presented me with weak signals and new insights.
– Mix with different people. It’s easy in a busy life to spend lots of time with people similar to ourselves. Yet often the ‘weak signals’ are found in unexpected conversations. So these days I try to spend time every week with people who are different from me. People who don’t necessarily walk the paths that I do, and whose experience of the world is profoundly different from mine.
Looking ahead is such a wonderful thing to do – and weak signals can be just the way to do this.
Imagine you were looking forward to working into your 80s. What sort of working life would you want?
My guess is few of us would want a life of relentless 9 to 5 or more likely 8 to 6 with a couple of weeks off for holidays. We know implicitly that this is a regime that would see our intangible assets denuded. How would we keep abreast of rapidly changing skills with such little time to step out and learn? How could we keep our health and vitality at its peak with such little time for rejuvenation? Indeed, how could we find enough time with friends and family?
Perhaps that’s why the gig economy is seen as such a promising development. Imagine selling your resources – house, car, skills, or time in a seamless easy way. Imaging having the ability to step off the corporate ladder and change the way you work at anytime, providing a window of different and more flexible work. The benefits certainly look appealing. But of course, the gig economy also comes with its challenges. Our society is still not quite set up to support people who do not have a steady income stream and permanent contract. Try, for example, applying for a mortgage without proof of future income. Or saving for a pension with an irregular cash flow and no employer contribution. These drawbacks mean that few people see the gig economy as their main work activity or as a long term choice – but view it instead as part of a wider portfolio.
For those who plan to build this kind of portfolio in future, and benefit from the real value of the gig economy, they will need to take four important actions:
– work on transitional competencies. Moving from one type of work to another is not straightforward as it often means redesigning broader lifestyle choices and habits. These transitional competencies are developed through building a broad and diverse network – somewhere within that network will be people who have made the transition. Being surrounded by people who are similar to you will simply hold you back from changing. If you want to be part of the gig economy find others who are already there.
– build synergies between types of work. One of the joys of a portfolio life is variety – but this variety can come at a cost. When work activities are very different from each other then there is a ‘switching cost’ and cognitive abilities and working style have to switch between tasks. The more similar the task the less the switching cost. So try to build different job tasks from a platform of similar skills and competencies
– don’t build up tangible asset dependency. Working in the gig economy can bring variety, space and autonomy – but oftentimes people shy away from doing this type of work because they and their family have become addicted to a certain flow of money – holidays, cars, and general consumption. If you want to bring flexibility into your working life you have to ensure that you don’t develop spending habits at the top of your earning cycle. You must also be clear about what is essential for maintaining the standard of living you and your family need, and ensure that you are developing skills in lucrative fields that will deliver the commensurate income.
– realise you can’t have it all. There is much talk today that people (specifically mothers) can’t have it all – a family, big job, happy partner. Perhaps the same is true for putting together a portfolio of work. Most highly paid jobs come with 24/7 availability and pressured work. Gig economy jobs tend to have more autonomy and freedom. That’s why they tend not to be paid so well.
The gig economy has real promise to bring options to a working life. The question now is, are you ready?
Why isn’t work working? Most of us in advanced nations are stuck in economies with diminishing or already zero productivity growth, despite continued advances in technology; only 13% of employees are engaged despite moving into higher quality work now that automation has taken over a lot of the dirty, dull and dangerous tasks; we’re more educated and skilled than ever before, and yet we still struggle to create innovative teams. These are the three dilemmas that my fellow keynote speakers and I, at the Irish Management Institute (IMI)’s National Management Conference, sought to address a few weeks ago. During an intense and thought-provoking day, I joined Boston Consulting Group’s Yves Morieux, Vice Chairman of Ogilvy Group – Rory Sutherland, and strategic foresight company director – Thimon de Jong, to explore these issues with more than 200 business leaders.
We began by looking at how our personal and working lives have been made more complex by technology, and how social media in particular has become so pervasive in our lives that we are now ‘addicted citizens.’ Thimon shared the results of an experiment that separated people from their smart phones for just a few days, putting them into an MRI scanner afterwards only to find that the withdrawal had affected their brains in the same way as withdrawal from hard drugs. This chemical need to be always connected extends of course beyond our personal lives and into the way we work, a topic we then moved onto with a focus on the implications for productivity. Indeed, the advanced economies’ productivity crisis is rooted in organizational complexity: as the business world has become more complex, we have created structures and processes with the aim of retaining clarity and accountability in our organisations. However, what we’ve actually created is matrix structures, middle offices, and additional layers of complexity that our employees struggle to navigate. And if we’re wondering why employees are so disengaged at work, then there’s our answer: disengagement is the proper and sane response to the chaotic environment we have created.
In addition to creating complexity, these processes and practices have also encouraged overly competitive behaviours, despite management rhetoric promoting collaboration as the only way to spark the next leading product or service. These competitive environments have also amplified our risk aversion. Every process we have, from performance management to project management, signals loud and clear to people that not being wrong is far superior to being right. In what is termed ‘defensive decision making’, we are compelled to make decisions whereby we come off least bad in the worst case scenario: we will choose the boring “play it safe” option over the innovative one every time, and a boring advertising campaign that fails is the fault of a bad product, whereas an innovative campaign that fails is the fault of the advertiser.
So, that’s the long and ironically complex scenario of what’s not working in our organisations. But what did we have by way of actions our delegates could take to simplify work, unleash productivity and enhance engagement? The first action was to facilitate the process of ‘digital balance’ among employees, enabling them to switch off and avoid being overwhelmed by ubiquitous message streams and demands. Ensuring people are not overwhelmed is essential if we want them to step out of their comfort zone – the necessary precondition for sharing ideas and collaborating.
The second, poetically simple step was to understand what others do at work. Go beyond the job descriptions to really understand the content of your team’s work, how they spend their time, what their average day looks like and take that as the starting point for simplifying work, stripping out the burdensome processes that add little value and create distraction. Doing so will address both the challenge of stagnating productivity and the puzzle of low employee engagement.
Finally, apply an understanding of human psychology to the way we design and run our organisations. When creating the necessary structures to keep the oragnisation moving, use insights from psychology to anticipate how people will perceive a process and how they will react. Too often, we have turned solely to economic theory to understand how employees will respond to carrot and stick type incentives, ignoring the weight of evidence from psychology that our behaviour is governed by far more emotive systems than could ever be understood through such a narrow, singular lens.
We’ve noticed a significant interest in FoW coming from Australia over the past year or so, and as befits a research consultancy, we were intrigued to know the source of this interest. We asked Kristen Miller, Workplace Transformation Director at Westpac Group to provide us with a perspective and here’s what she had to say…
“Today, Australia’s population of about 23 million is one of the most culturally and linguistically diverse populations in the world. As a result, Australian workplaces need to be prepared to deal with the challenges and opportunities this presents.
In recent times, Australian companies have dealt with workplace challenges that have led them to focus on preparing better for the future. For example, the mining boom in 2011 led to skill shortages, the “war for talent”, economic prosperity and wage growth. Coupled with a decade of economic growth and record-low unemployment rates, companies felt challenged in an unknown territory – people. Traditional (and successful) industries found themselves challenged with regard to how, when and what people worked on as the employee/employer power shifted increasingly toward employee choice – many companies were ill-prepared.
Changing where, when and how we work
In terms of working habits, government investment in the National Broadband Network (NBN) is designed to provide access to a minimum level of broadband service across the nation. This initiative has led to an increase in opportunities in education, business, entertainment, health care and sociability giving everyone the potential to be more productive, more creative, more efficient and more connected for decades to come. Importantly, working from home has become a real option for many now that anyone can experience a fast and reliable internet connection in the home.
This connectivity is vital for other reasons. Australia is a high wage-earning country and because of this, many companies within Australia have moved to offshoring and partnering arrangements to initially minimise cost. The changing landscape of on-going globalisation, and Australia’s relative distance from other parts of the world, is making work international, networked, culturally diverse and 24/7. Value creation and productivity for Australia will depend on its ability to build and maintain networks across regional and national boundaries, meaning that Australian companies have to be focussed on the global talent pool when it comes to employing the next generation of workers.
Gearing up for marathon careers
Like many other countries around the world, Australia has an aging population. Combined with high quality health care, this means that a larger proportion of the population is moving towards retirement and living far longer. The impact of this is that current superannuation plans are not expected to sustain people for their retired lifetime resulting in an increased burden on social welfare. As a result there has been increased focus from the Federal Government on raising the pension age, and organisations are now starting to think about ways to engage and support an aging workforce.
Recent years have also seen increased media coverage of the importance of work/life balance, wellbeing in the workplace, activity based working and employers of choice. These stories are often used as ways to highlight what employers should be considering as a way to attract and retain key talent. As a result, a number of organisations are seeking out additional or more progressive ways to differentiate themselves from competitors – raising the bar for everyone in the process.
Australian organisations are keen not only to learn how to deal with the implications of these shifts, but also to prepare for the changes will follow them. Participating in the Future of Work Research Consortium has been a great way for Westpac to gain deeper insights into the forces shaping the world we work in and how we can respond to them.”
Do you work for an Australian-based organisation that’s tackling these issues? Contact firstname.lastname@example.org to find out how joining the Future of Work Research Consortium could help.
I’m blogging from Tokyo this week, where Lynda and I have been meeting our Japanese Future of Work Consortium members at a series of special events. We started the week with a FoW workshop addressing a number of key global trends, including hyperconnectivity, the rebalancing of financial markets, longer working lives, the hollowing out of work, climate change and the rise of poverty and inequality. Hosted by Kokuyo, the workshop also included delegates from Fast Retailing and Ricoh.
Kokuyo also hosted an evening event where Lynda gave a talk about her latest book, The Key and we enjoyed an excellent presentation by Kokuyo’s CEO Mr Kuroda. Lynda also had time to meet with Mr Tadashi Yanai – the founder and CEO of Fast Retailing – and learn about his approach to leadership and the future of work – before heading off to do a series of interviews with Japanese newspapers and television. It’s been an exciting and action-packed trip so far – check out Lynda’s Twitter feed for more updates on what we’ve been up to.
Take a sneak peek at the next three themes we’ll be exploring with our Future of Work Research Consortium.
The Hundred Year Life
We are at the dawn of the 100-year life – a fact which creates enormous opportunities, but also significant challenges and risks. In this theme, we will explore how a three-stage career will evolve and what it means to work for up to 80 years, as well as what this means for selection and development and how corporations can prepare for the most significant change in human capital ever faced.
The Collaborative Imperative
Working with colleagues across time zones and locations is part of our everyday business life, but the conventional design of organisations is not geared towards fostering a collaborative way of working. We will explore the latest advances in research on collaboration, including the role of generosity, recognising and reward collaboration, and the debate on diverse teams.
Demographic shifts are changing where the world’s workforce will be located, with some countries entering a period of demographic dividend with millions of young people entering the workforce. But, what does this mean for workforce planning and how will organisations develop the agility they need to respond? With the latest data from our Generation Z survey, combined with academic and business insights, we translate these shifts into what they really mean for the employers of tomorrow.
If you would like to be part of exploring these themes with us, email@example.com to learn more about what membership entails and how your organisation can get involved.