Future of Work Windsor - 29 02 2012
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The Future of Work – 28:02:12
Transcript of Future of Work Windsor - 29 02 2012
The Future of Work – 28:02:12
A healthier older genera.on increasingly engage in more ac.ve lives and have extended careers -‐ but in order to manage the dependency ra.os, how can we all be twice as produc.ve?
Ac.ve Elderly Future of Work
As informa.on is shared globally and insight is commodi.zed, the best returns go to those who
can produce non-‐standard, differen.ated knowledge
Differen.ated Knowledge
Future of Work
With more free agents and outsourcing, non-‐core func.ons within organisa.ons are interchangeable
and easily rebuilt around value-‐crea.ng units
Corporate LEGO Future of Work
Immigra.on is part of economic development strategies and, especially in low fer.lity economies,
na.ons posi.on themselves to aJract migrants
Migra.on Magnets Future of Work
Matching available talent to the right projects will rise as a global issue across an increasing range of regions and sectors both at the top and boJom of the social pyramid
Access to Talent Future of Work
Many organisa.ons will remain in a centralized world of mass produc.on of physical product where managing
complex systems is the dominant competence
Centralized Produc.on Future of Work
Within the knowledge world, the challenge of linking the ‘projects worth working on’ to the ‘people worth employing’
will finally become the differen.a.ng capability
PWWO meets PWE Future of Work
This raises a number of key ques.ons for organiza.ons and individuals looking to operate in the future world of
knowledge based work that may involve up to 1bn of us
Some Ques.ons Future of Work
• If big companies are ge=ng smaller, what remains inside?
• What is the role of the future CXO team? • How will the future ‘employee’ become part of a project?
• What will be the incenKve for people to be part of it?
Perhaps the answers may already exist in the media sector?
Companies may shed all non-‐core capability with the vast majority of ac.vi.es being done by independent teams and free agents realizing a project that the company releases
Companies as Studios Future of Work
Leadership teams will increasingly become producers who choreograph the external talent, direc.on, cast, funding, distribu.on and value sharing from the final product
The CXO as Producer Future of Work
Rising to the top of the available talent pool for selec.on drives the individual to self-‐manage their exper.se,
reputa.on and iden.ty so they are offered the project
Individual Control Future of Work
For those with the talent, the connec.ons, the reputa.on and the drive, mo.va.ons will be mul.ple while,
for others, a single purpose may rise above all others
Mo.va.on and S.mulus Future of Work
Increasingly decentralized, (virtual) self-‐managing and semi-‐autonomous communi.es created on the basis of trust and shared value crea.on will work together to deliver projects
Implica.ons Future of Work
Preparing people and organisa.ons for this world needs both evolu.on and revolu.on of some of the core elements of the overall system
Implica.ons Future of Work
• Different educaKonal focus that readies us for porOolio careers
• Different reward systems that accommodate flexible contribuKon
• Wider acceptance of an increasingly blurred work-‐life balance
• Changing role of the organisaKon not as an employer but as: § A brand worth working with § Access to a talent pool § A social hub and contract § A catalyst for ac7on
