The Future of Work – My Work Week, 2035

25th October 2021

The Future of Work, Part One.

My work week 2035 – a glimpse into the future…

 

My Global Trust Equation rating for Drone Airspace Optimizer is at an all-time high. 

Zreon has automatically ‘held’ requests that fall below my new value threshold. He has scheduled 16 expert interventions for me to attend this week. Relevant previous work and sound bites are preloaded into my view of the portal.

I dedicate at least 20% of my time to learning and increasing my trust rating in totally unrelated disciplines. Starting a new discipline from scratch is hard and ‘loss of relevance’ is a constant fear.

My collective is renowned for its diverse thinkers and I make sure we get together at least once a month. Enviro quotas mean this time together is precious and we limit the activity to fun or challenges that are poorly met in our Digital meeting spaces.

We discuss who else has been flagged as a potential to join the collective. We often trade below threshold jobs with other members of the collective with lower trust ratings.

 

Hang on… forget the Future of Work, some of us are struggling now!

Too many organisations are still applying 20th Century Working practices to 21st century needs.

Even before the ‘apocalypse’, too many organisations were applying 20th century workforce organisational models to 21st century needs (organisational needs, individual worker needs and customers’ needs).

In reality, there were (and are) still too many Victorian Mill Owners out there!

‘We continue to try and manage complexity the same way, reduce anxiety with meetings or process, finance projects in large chunks, move talent based on a rigid role and structure and attack problems by seeking approval’. [Leigh Whittaker -Transformational Strategist] 

Those Mill Owners are focused on time at work, control and process. Consequently, the organisations are slow to react to market and customer, they lack agility in solutioning and their employees lack autonomy, mastery and an intrinsically rewarding sense of purpose. Rewards and bonuses are linked to achievements that are not generally within their control. Rewards that work well for transactional activity actually lower engagement, output and innovation in complex tasks in the knowledge-based economy. [see the work Dan Pink]

These organisations have complex hierarchical structures. Remaining competitive is focussed on annual cycles of cost reduction. Talent attraction and retention are well voiced concerns, but the root cause of the problem is rarely addressed. The issue is papered over with a new employer not tremendously authentic brand strategy. There is a vision for the business. It is on the Shareholders report, but most employees can’t remember what it is and even fewer buy into it. Employee engagement is at or below the staggeringly low national figures for UK and US corporations.

These organisations are and will struggle to survive. For the rest of us what does the Future of Work look like?

Stay tuned for this great series written by Rokker People’s Jim Marshall, who will explore the future trends and winners of work in the future. The future is closer than you think! 

Want to know more? Email Jim on jim.marshall@rokker.co.uk.