Deloitte: The Work of the Future

Deloitte: The Work of the Future

The term work is being redefined in recent years. It`s no longer about skills as reskilling people to perform a different type of routine task or using new technology is not helping to fundamentally change the problems for workers.

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The term work is being redefined in recent years. It`s no longer about skills as reskilling people to perform a different type of routine task or using new technology is not helping to fundamentally change the problems for workers.

Redefining work itself has the potential to increase value for companies, customers, and workers. As the professional services company, Deloitte writes the idea is to create a new vision of (human) work. What do they mean by it:

  • Non-process-based
  • Focus on creating value
  • Fluid rather than predetermined
  • Increasingly workgroup-oriented
  • Nonroutine
  • Context-specific rather than standardized

It`s true that we all have human capabilities. Still, it`s the case that many of the institutions limit our ability to use them. That`s why Deloitte sets out to explore what would make workers make the extra effort and take the potential extra risk. A leader can provide context and latitude, but if the workers aren`t motivated, they likely won`t act in an effective way.

Any examples of jobs of the future

Let`s review some examples of mobility platform managers (MPMs). MPMs oversee a city`s integrated transportation network and thus ensure the seamless movement of people, vehicles, and goods. What do they do? Here`s Deloitte`s explanation:

“During daily traffic, they visualize data, monitoring demand and supply across various modes of transport, using an AI-powered system to optimize routes and pricing, intervening when human judgment is required.

To prepare for disasters, they use predictive models to help plan how to allocate resources and adapt quickly to the ebb and flow of traffic. In addition to traffic efficiency and minimizing damage to the environment, MPMs are responsible for public safety, accessibility, and equity within mobility systems.”

What is changing?

Once companies start identifying the need to redefine what work is, they will find they also need to redefine how they think about where work is done, how it gets done, when it gets done, and who is actually doing it. Basically, what companies will need to consider is how to cultivate the capabilities of curiosity, imagination, creativity, intuition, empathy, and social intelligence.

But there`s more that needs to change. Management systems, work environments, operations, leadership and management capabilities, performance management and compensation systems, and other human capital practices will all need to change in an effort to support redefining work across the organization.

“Fundamentally redefining work is more than a nice-to-have—it’s imperative to remaining competitive.”, as the report states.

Read the full research here.

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