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Getting practical about the future of work

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Getting practical about the future of work
What story will people tell about your organization over the next ten years? Will they celebrate an enthusiastic innovator that thrived by adapting workforce skills and ways of working to the demands of the new economy? Or will they blame poor financial or operational results, unhappy employees, and community disruption on a short-sighted or delayed talent strategy?

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The model of future work

By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or upgrade their skill sets. Skilled workers in short supply will become even scar...

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Employers should lead the way

The pace and scale that technology disrupts is a social, political and business challenge.
Employers are best placed to make a positive societal impact, for example, by upgrading the abil...

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Talent is the largest barrier

Talent is the largest barrier to the successful implementation of new strategies.

Many leading businesses realize that it is quicker and more financially prudent to look internally an...

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Supporting the future of work

Successful and continuous transformation of the workforce involves 3 broad phases that at first might seem common.

  • Scouting: Looking at the future needs, the company n...

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Capturing the full opportunity

The company needs to asses if they are capturing the full potential of new technologies to generate new revenues and not just trying to cut costs.

Many small individual initiatives within or...

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Shaping phase

Companies should gain a clear understanding of the way each employee and team do their present work and involve them in redesigning their roles and ways of working. It will spark better idea...

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Talent accelerators

Digital strategies are creating entirely new, mission-critical tasks. The redesigning of work is far more than changing existing roles. They need to identify the knowledge, skills, attitude...

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‘Offboarding’ with sensitivity

Workplace transition demands enormous sensitivity. Some employees may fall short of acquiring the skills needed to make the transition to new areas of work, while others may prefer to seek new empl...

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Accelerating the skilling engine

Companies will need to measure the return on their investment in employee skilling

For instance, the cost of giving employees new skills compared to the cost they would have spe...

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SIMILAR ARTICLES & IDEAS:

Organizational Health

According to a decade long research, the health of an organization is based on alignment with a robust strategy, deep-rooted culture, and a clarity of vision.

The health of an organization ca...

Better Health = Better Performance

Extensive Data studies have found a link between the health of an organization and its performance.

Robust health is crucial to an organization's long term success.

The Four Organizational Recipes

Companies aligned with one of these four organizational recipes are more likely to be healthy and to deliver strong, sustained performance than those following random management styles:

  • Leader Driven
  • Market Focused
  • Execution Expertise
  • Talent and Knowledge-based

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Automation Is Here

Automation has a huge potential to change the nature of work, freeing up workers from tedious, repetitive, and precision work. Automation is a transformational change for owners, employees and...

Aim High

A thorough reassessment is required of how the company operates and how best to capture the impact of automation.

Companies who have just automated on the surface have had small and limited results that don't last. Companies that have understood and deployed the high-risk, high-reward proposition have completely transformed it's business offerings and have become market leaders. They have also redeployed the freed up workforce and provided additional services, even turning their competitors into customers.

Commit and Communicate

A joint effort of commitment and communication is essential for a thorough approach to automation and has to be led by top management.

Apart from IT, all stakeholder groups like HR, Operations, Business Units have to be engaged, and communicate consistently.

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Leadership Development

Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...

Overlooking context

Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.

An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.

Separate reflection from real work

Companies face a challenge when it comes to planning the program's curriculum.  Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing. 

The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.

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