The future of work is now

Technological, economic and geopolitical forces are driving transformative shifts in both work and place. We identify five trends shaping the modern workplace and address their critical implications for the future of work.

1. Good employee experience wins the war for talent. We highlight the importance of a seamless employee experience across various domains, including HR, skilling and workplace management. Understanding employee motivation and efficiency drives changes to business processes and becomes a key differentiator in talent acquisition.

2. Virtual is the new real. The COVID-19 pandemic accelerated the shift to virtual work, making technology central to maintaining employee engagement. Virtual collaboration tools, inclusive communication and a culture that reflects organisational values are crucial for a connected global workforce.

3. Net zero as standard. The trend of making “net zero” a standard parameter for services reflects a growing emphasis on environmental sustainability. The adoption of advanced technologies and processes is key to achieving net-zero goals and aligning with the values of a diverse workforce.

4. Trust corporations to enable privacy. Trusting corporations with personal information, including privacy and security measures, becomes essential. Privacy concerns impact employee engagement, and organisations need to prioritise privacy to build trust..

5. Loving your AI advisor. The integration of AI advisors 5 as personalised and empathetic entities signals a turning point in the concept of work, with employees becoming attached to their workplace AI advisors. This aligns with the broader theme of technology as a collaborative partner, contributing to a more productive and innovative work environment.

In the backdrop of these trends, we emphasise the challenges and complexities of digitising continually moving and evolving workspaces. We discuss the need for a strategic and integrated approach to balance technology, human experience and external factors, providing implementation suggestions. Furthermore, the shift from a singular focus on value to considering diverse values within the modern workplace is highlighted, emphasising the importance of understanding unique industry dynamics, organisational cultures and individual perspectives. We call for a deeper perspective on people and cultural change within value flows, advocating for an integrated approach beyond short-term technology standardisation.

Embracing potential: A deep dive into modern workplace trends

Driven by technological, economic and geopolitical factors, both work and place are changing dramatically.

Five key trends are emerging for the modern workplace. As organisations navigate dynamic socioeconomic landscapes and experience the impact of digitisation, they are compelled to redefine their workplaces. From the rise of remote collaboration to the integration of cutting-edge technologies, we unravel the nuanced threads of the emerging workplace.

Good employee experience wins the war for talent

Employee services will grow together between HR, skilling, employee care, (virtual) site services and workplace management. The most attractive companies will provide an employ experience that merges interfaces, processes and communication styles, from centralised attention management to interlacing corporate and private demand automatically. Having the best AI advisor will become a differentiator in hiring, as it will make the employee experience seamless and easy.

Addressing talent challenges requires a multifaceted approach. Organisations must proactively respond to technological advancements, changing demographics and shifts in market demand. Recognising and addressing the erosion of employee engagement is paramount. Employers require strategies that foster positive work environments, encourage open communication and provide opportunities for professional growth.

Employee disengagement is a global concern with far-reaching consequences. Employers need global strategies to enhance engagement, considering cultural nuances and individual needs to create a unified and motivated workforce. Acknowledging the changing nature of work is essential, as is providing technology- enabled flexibility, redefining traditional work structures and cultivating an environment that adapts to the diverse needs and expectations of modern talent.

People gravitate to employers that offer the best end-to-end employee experience. This drives loyalty, productivity and optimal business outcomes. Leveraging technology strategically is vital for attracting and retaining talent. This includes tools that enhance collaboration, improve remote work capabilities and provide a seamless digital experience, while addressing potential challenges related to digital fatigue and over-reliance on technology. Prioritising employee well-being through a comprehensive approach to workplace care is integral. This includes promoting work–life balance and mental health support and fostering a culture of empathy in which people feel valued.

To create a successful employee experience, companies must have both a plan to implement and the capability to steer themselves effectively on the journey by measuring meaningful and relevant outcomes. A developed product or service concept with an end-to- end implementation plan is a rarity that sets market leaders apart.

Measuring the outcomes of employee experience implementations is complex, and the measurement of employee satisfaction continues to evolve conceptually, as do all other aspects of employee experience.

Virtual is the new real

The COVID-19 pandemic led us down a path towards a different work style. It enabled global collaboration, albeit in a form lacking in terms of privacy and scope. Soon, realistic-looking avatars will project images of ourselves, and the virtual coffee pot will be the norm. Corporations have an opportunity to lead or lag here, as people will use these tools, regardless — and in the process, they’ll open a variety of doors through which corporate information can be leaked.

In a virtual work setting, maintaining employee engagement is critical. As physical distance grows, organisations must use virtual tools and strategies to foster a sense of connection, collaboration and shared purpose. Addressing the erosion of engagement requires innovative approaches to virtual team building, communication and recognition. Understanding the global impact of engagement emphasises the need for virtual platforms that transcend geographical boundaries. Virtual collaboration

tools, inclusive communication and a virtual culture that values engagement contribute to a more connected and productive global workforce. These enable truly global teams that embrace diversity and inclusion, though they also raise the importance of establishing supporting corporate global values and policies.

In a virtual-centric environment, technology plays a leading role. Embracing virtual reality, collaboration platforms and advanced communication tools becomes imperative. The modern workplace relies on technology to enhance productivity and facilitate seamless virtual interaction, reinforcing the notion that virtual is the new real.

Effectively managing a diverse virtual workforce demands nuanced approaches tailored to a wide array of user needs. This underscores the importance of comprehending and accommodating diverse perspectives, cultural nuances and individual requirements within the virtual realm. Meeting the demands of a modern workforce requires virtual tools that are both inclusive and accessible. These tools must facilitate the sharing of personality and interests in a manner that is abstract yet personal. Embracing these comprehensive strategies promotes inclusion and enhances the overall functionality of virtual collaboration. It also ensures the tools employed mirror the diversity of today’s professional landscape.

Balancing values and value in a virtual context entails harmonising corporate and organisational values with the dynamics of the virtual work environment. This involves cultivating a virtual culture that mirrors and promotes the organisation’s values while ensuring that virtual work contributes tangible value to both employees and the business. It underscores the imperative to seamlessly integrate values into virtual practices.

As we transition to the workplace of the future, continual adaptation to emerging technologies, evolving employee expectations and the dynamic nature of virtual collaboration become paramount. Recognising the inevitability of a virtual future positions companies to embrace change proactively and navigate the landscape successfully. Companies must establish new performance management and financial models that incentivise change and enable individual and collective ownership of outcomes. Success lies in transforming resistance to change into a culture of continuous improvement.

Net zero as standard

Increasingly, corporations will refuse to buy services that are not “net zero”. With natural disasters increasing in occurrence, customer demand for representation that they are not contributing will be the norm. Every service and solution will sell based on its environmental score, in addition to its security score and its AI advisor integration score.

Net-zero measures and service attributes are becoming a critical factor in corporations’ processes for selecting software, services and partners. Partners will be judged on their ability to provide net-zero-enabling services and net-zero services, as well as whether they are net zero themselves. We can expect to see an increase in operational measures in this respect — expanding well beyond the current green-energy and carbon-emissions scores into biodiversity and the handling of water, waste and hazardous materials.

Technology plays a pivotal role in achieving net-zero goals in the modern workplace. Advanced technologies enable organisations to optimise energy consumption, reduce their carbon footprint and enhance overall efficiency. From remote collaboration tools that minimise the need for travel to smart building systems that improve energy efficiency, technology is integral to the shift towards a net-zero standard.

A diverse workforce includes people with varied environmental concerns and preferences. Assessing the needs of this workforce involves considering sustainability preferences. Implementing a net-zero standard aligns with the values of employees who prioritise environmental responsibility, contributing to a workplace culture that respects and accommodates diverse perspectives on sustainability.

Successfully balancing values and value entails seamlessly integrating sustainability values into organisational culture. Adopting net zero as a standard is a tangible manifestation of an organisation’s commitment to environmental values that transcends mere compliance. This aligns with the growing societal expectation for businesses to contribute actively to environmental stewardship. By embracing a net-zero standard, organisations showcase their dedication to values that prioritise sustainability alongside the creation of economic value.

The ease with which employees individually value these efforts streamlines the process, reducing the scope of change management required. Deploying a net-zero strategy necessitates corporate ownership and planning, a clear vision and goals, and a commitment to execution. It also requires scrutiny of business processes and decisions from a net-zero perspective. This comprehensive approach enhances environmental responsibility and contributes to a corporate culture that seamlessly intertwines values with business activity.

Shifting into the future requires organisations to anticipate and address the environmental challenges ahead. Adopting a net-zero standard positions organisations as forward-thinking and environmentally conscious. It signals a commitment to sustainability trends that are likely to become increasingly central to future business practices. As part of the broader shift towards sustainability, the net-zero standard positions organisations as leaders in future-focused workplace practices.

Trust corporations to enable privacy

Personal IT security is becoming increasingly complex. In parallel, we are using a growing volume of connected devices that are all potentially vulnerable. We trust our corporations to provide a safe work environment. We trust them with healthcare and IT security. Why not trust them to help us secure our personal data as well, giving employers one additional reason to win the war for talent?

In an increasingly complex world, even technology specialists cannot completely secure all personal data. This raises questions of trust and employee assistance in securing privacy and private data.

Employers have a valid level of self-interest in data security, as does every individual challenged with juggling privacy and security. Global cloud, software and service providers are perceived as having an interest in personal data. In an environment lacking in trust and stability, employers have the opportunity to set themselves apart by providing corporate data services and including privacy-related capabilities as part of the employment packages they offer. Privacy is a fundamental aspect of employee engagement. Facing the erosion of engagement involves addressing concerns related to data privacy. When employees trust that their privacy is respected, it positively impacts their engagement levels.

The evolving nature of work requires redefining what constitutes work. Trusting corporations with the privacy of remote and flexible work arrangements becomes central to this shift. Acknowledging and addressing privacy concerns reflects the changing landscape of work and the need for responsible privacy practices.

The increasing focus on privacy aligns with the growing recognition that people need to trust their employers with their personal information. Organisations that prioritise robust privacy measures build trust and credibility with their people.

A diverse workforce brings varied privacy expectations. Assessing and respecting the privacy needs of a diverse workforce aligns with the trend of trusting companies to customise privacy measures based on individual needs, thereby fostering a culture of inclusion and respect.

A culture of leaders encompasses ethical leadership, including responsible handling of employee data. Trusting corporations to prioritise privacy reflects a leadership commitment to ethical practices, building a culture where employees feel secure and confident in their leadership’s commitment to privacy.

Loving your AI advisor

Your chatbot transcends mere functionality; it becomes personal and capable of empathy. With a personalised AI-generated appearance that can be customised, it becomes an omnipresent companion. Whether enhancing productivity or sparking creativity, it is continuously present, adapting to an array of work areas.

AI-based advisors have seamlessly integrated into our evolving work environment. Some operate discreetly behind processes while others take on explicit roles. The immediate future promises a competitive landscape of AI advisors spanning many technical niches, from workplace and desktop support to HR and process engines. Their evolution is marked by the shift to increasing personalisation. Capabilities extend beyond mere chat to include visual presence.

The next competitive frontier revolves around customisation. Users can tailor an AI advisor’s appearance, search and answer parameters, communication style, and even personality, encompassing language style, origin and mood. The key question of preference arises, with the focus shifting from ease of use to the more nuanced criteria of comfort of use and pleasure of use. Users will likely model their AI advisors on idealised versions of themselves, celebrities or significant individuals in their lives.

Imagine an AI advisor with a familiar and likeable appearance, who is always ready to assist and contributes seamlessly to your work. As this narrative evolves, companies are urged to choose AI advisors based on their potential to elicit affection from employees. This goes beyond functionality; when employees genuinely like their AI advisors, ease of use increases and internal change management overhead decreases.

The central role of AI advisors in the modern workplace cannot be overstated. The capacity for employees to embrace and form attachments to these digital companions emphasises their significance in enhancing efficiency, providing valuable insights and streamlining tasks. This underscores the theme of technology as a valuable workplace partner contributing to an increasingly productive and innovative work environment. The interplay between personalised AI advisors and human experience will reshape the landscape of the future workplace.

As the concept of work undergoes transformation, the integration of AI advisors reflects a turning point. The use of AI in the workplace is redefining traditional notions of work by introducing new modes of support, collaboration and decision-making. Liking your AI advisor aligns with this turning point, emphasising a positive and collaborative relationship between humans and AI in the evolving landscape of work.

Assessing the needs of a diverse workforce includes recognising different preferences and work styles. When people like their AI advisors, this signifies an ability to create AI personalities that resonate with diverse individuals and consider cultural sensitivities and personal preferences. Well-designed AI advisors play a role in fostering a workplace culture of inclusion and acceptance.

Value - which way is up?

Gravity is shifting as the focus moves from value to values. Every industry is different, every organisation is different, and every person is different.

Understanding value flows is critical in the modern workplace, marking a shift from a singular focus on value to a broader consideration of values. Recognising the uniqueness of each industry, organisation and person is paramount in understanding the diverse elements that influence the workplace. By comprehending how values intersect and influence the flow of value, organisations can optimise processes, enhance collaboration and align with evolving expectations. This nuanced understanding is pivotal for achieving business outcomes that resonate with the diverse stakeholders involved in the modern business ecosystem.

Action: The rest is rhetoric

The modern workplace is shaped by key themes and actions that define its trajectory.

First, the vital role of trust is emphasised as the cornerstone of transformation. Trust fosters collaboration, encourages innovation and enables the workforce to embrace change confidently.

Second, hyper-personalisation emerges as a crucial consideration, with the recognition that tailoring experiences for both employees and customers is imperative. This customisation improves satisfaction and engagement.

Third, the core role of security takes a long-term perspective. Acknowledging its fundamental importance is safeguarding sensitive data and maintaining a resilient workplace infrastructure.

Fourth, modernising the workplace is a leadership journey. It involves strategic decision-making, adapting to technological advancements and unlocking the full potential of talent. This process not only enhances organisational efficiency but also propels growth and innovation.

Transitioning to the workplace of the future will require conscious and proactive change, transparent corporate governance, and a clearly articulated corporate change and evolution strategy, enabled via a robust plan with clear goals and supported by corporate enterprise architecture. The commitment to execution must be embraced throughout the organisation, with collective CXO ownership.

In summary, the key calls to action for the modern workplace revolve around trust, hyper-personalisation, security and leadership-driven modernisation. These considerations collectively shape a dynamic, adaptable and employee-centric work environment that is pivotal for sustained success in the business landscape.

About the authors