Business is undergoing unprecedented change and disruptions across all sectors and all layers of an organisation’s operations. In this challenging environment, organisations must develop innovative strategies to survive and thrive.
People and their behaviours and role in society have a direct link to the organisation’s success or failure. And people’s attitude to work and their organisations are changing at a much faster pace than their business models, organisational structures and managerial processes.
The future of the world of work – that few of us fully comprehend – is already taking form, shape and substance.
Dr. Evan Damigo; PhD
President of The Future of Work Collaborative Engagement Institute (FWCI)
The Fourth Industrial Revolution
In today’s rapidly changing business landscape, organisations need a new narrative to build a purpose-led realm of consensus that addresses the new dynamics of the collaborative sharing economy.
We need to rethink how we navigate the changing world of work and update our education, learning and training systems to unleash new skills and employment opportunities that will drive economic growth in the Fourth Industrial Revolution.
Business leaders must evolve their employee proposition for nurturing these new relationships beyond the bounds of direct employment, as to attract talent and retain the key performers they need to succeed.
Also to take advantage of ‘shared services extended enterprise’ business models, in realising transactional and administrative efficiencies, and focusing on the core of business revenue-generating activities to open up new markets and drive profitable growth.
Looking ahead, there are challenges and opportunities
Demographic, social, political, and economic changes impact on working practices, with the advent of a portfolio of on-demand, virtual, mobile contract workers. The UK self-employed population is at 4.8 million and growing, driven by flexibility and the rise of the “gig economy” sharing a sense of their job being temporary and hence loyalty being limited.
With people staying in the workforce for longer, some workplaces have employees across four or five different generations, all with differing working styles, needs and expectations from their employers. Ensuring that young and old work productively and in harmony, is a serious consideration.
Technological adoption is increasing in speed and frequency. The relationship between technology and humanity is altering and the skills needed are changing, as employers are being challenged to match the knowledge worker roles to the available workforce.
And last but not least, advances in automation, robotics and artificial intelligence, are threatening many labour-intensive jobs. But at the same time, organisations take advantage of the speed, efficiency and predictive accuracy that augmented intelligence of cognitive technologies has to offer.
All this affects the way we work, think and live.
Our Shared Purpose Collaborative Engagement Framework represents the first step to support a better understanding and appreciation of your workforce and how people drive business performance and create value in business, since it is the ability of organisations to create value over time that generates financial returns.
A shared purpose narrative on how stakeholders perceive the relationship between their investment in people, and how people work together to deliver sustainable business success.
Our Shared Purpose paradigm’s people-centric culture opens new ways to prosper personally, as a team and for the organisation as a whole, by creating a great workplace for optimal performance, through collaborative engagement and rewarding workplace experiences to motivate, improve, innovate and deliver sustainable business results.
Using the Shared Purpose Collaborative Engagement Framework can help to steadily improve your people management strategy in key areas of business performance such as:
Enhancing employee engagement (to lower people risks, and build a caring, happier, energised, productive workplace for sustainable growth and stakeholder returns)
Increasing leadership capability (for driving productivity, greater innovation and agility, faster problem solving and time-to-market)
Improving employee retention (to contain the costs of recruitment, training, and performance deficits associated with replacement employees)
Building a future-proof business
The Future of Work imperative is to connect the dots of shared purpose experiences and collaborative engagement.
To welcome this shared purpose narrative, as a cohesive and reliable roadmap in augmenting the behaviours and mindsets, and as an opportunity for Collaborative Engagement to innovate and create new ways of how work gets done.