Future of Work

New technologies and legal frameworks are radically changing organisations and their people. The availability of resources, methods for organising and managing organisations, and techniques for measuring performance are quickly evolving. These trends have major implications for private and public sector organisations alike – creating new challenges as well as providing new opportunities to differentiate. Download our ‘Future of Work’ expertise brochure.

How CEOs and leadership teams can benefit

Utilising our research insights, OSC supports leaders to effectively respond to these challenges and maximise opportunities. We drive benefits through:

  • Executive briefings and action-planning workshops based on our latest research.
  • In-depth research into future resourcing challenges, organisational implications and planning recommendations.
  • Developing clear definitions of the differentiating strategic capabilities that will build competitive advantage for an organisation, resulting in a roadmap to optimise future effectiveness in delivery.
  • Competitive benchmarking to understand how organisational plans measure against competitors and exemplars.
  • Bespoke research on other critical topics to gain competitive advantage and demonstrate thought-leadership.

Our Latest Research

OSC investigated the changing nature of work and organisations, viewed through the lens of the strategic and organisational challenges and opportunities facing business leaders. We surveyed global CEOs and C-Suite leaders, benchmarked the most advanced organisations, assessed global trends and reviewed the latest academic thinking. Amongst much rich data, we identified three key findings:

  • Increasing use of AI – organisations will use an interchangeable mixture of AI and human capital. Organisations and their key functions, like HR or IT, will need to balance and manage increasingly interchangeable human and technological capabilities.
  • A gradual shift from a permanent full-time workforce to a combination of full-time and part-time, permanent and temporary, employed and self-employed staff. For example, more than 33% of staff in the US are part-time, casual or contract workers. Key people will be far less tied to one organisation so their enthusiasm and motivation will need to be earned daily.
  • A trend towards more flexible, project-based teams, contrasted with traditional business-as-usual operation. Organisations that help team-members to maximise their own happiness and enthusiasm will benefit from significant increases in individual resilience and flexibility.

Key Talent Challenges

Changing work models affect talent issues. Therefore, CEOs and business leaders must build new work ecosystems in which flexible, distributed and transient workforces adapt to rapid business reinvention. This involves maximising potential of existing talent and reducing uncertainty surrounding the availability of future talent needed to deliver business results.

The HR function must have the support needed to deliver direct day-to-day support to employees while simultaneously functioning as a strategic business partner. HR must also help ensure that workers balance long-term bets and flexibility during periods of uncertainty.

Key Organisational Challenges

To successfully engage with a business world that is continually being disrupted and challenged by the impact of exponential technology change and an ever-changing work ecosystem, CEOs and business leaders must recognise the risks to existing work models as well as the opportunities to gain competitive advantage.

CEOs and business leaders must also build the capabilities of an organisation to deliver its strategy and to create sustainable value through sourcing, developing and motivating the right talent. This involves identifying and developing differentiated strategic capabilities (DiSCs) that address non-human as well as human resource solutions in an increasingly complex professional environment.

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