What strategies can organisations deploy to better prepare themselves for the future of work? Change is never easy, but it is necessary in the business world, and companies need to work hard to prepare themselves for what the future brings.
What strategies can organisations deploy to better prepare themselves for the future of work? Change is never easy, but it is necessary in the business world, and companies need to work hard to prepare themselves for what the future brings.
Business leaders are looking to adopt a ‘hub and spoke’ office model as more of their staff work from home. The hub & spoke model refers to a more flexible workspace and working style allowing employees to work from either their city hub or a dedicated, strategic spoke location – including more regional workspaces.
Your emotional wake is powerful. It has the power to disrupt and destabilize. But it also has the power to galvanize and energize people, and it really is in your control.
The impact of the Covid-19 lockdown of businesses and government will be felt for many years to come. Even pre-Covid-19 digitization has been transforming all aspects of our lives. These changes were both technological and cultural.
The lack of meaning presents two problems in learning. First, learning requires an emotional attachment to new information. Without this, new information is likely to have a very low retention level. Second, critical thinking in real life always has an emotional connotation.
COVID-19 pandemic that has in many ways expedited digital transformation might have also expedited the automation of the workforce.
There is a new division of labor on the horizon when we look at the future of work. Soon, complex organizational hierarchies that mark the relationship between employer and employee may be a thing of the past.
Given the unprecedented level of stress we’ve all been under with Covid-19, it’s important to recognise and practise the type of communications techniques that are useful to help diffuse potential conflicts in both our personal and professional lives.
What will work look after the pandemic passes? How should companies think about their workforce in an uncertain world?
Business risks, innovation, customer engagement and the need to become truly “omnichannel” will be critical factors in adapting to the new normal.
Optimizing autonomy in remote work is finding a delicate balance between meticulous control and “out of sight, out of mind” abandonment.
We need to look beyond skills and competency building and include the deeper foundations of mindset and cognitive agility.
Training must be integrated into everyday work rather than being completely separated from it.
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