Corporate Finance, DeFi, Blockchain, Web3 News
Fintech, DeFi, Blockchain, Web3 Daily News by Finyear

Meeting the Future of Work

By John Blackwell, Regus.

Meeting the Future of Work
The aim of this report is to draw on our vast body of research into the changing nature of work from the last decade and provide tangible, metric based insights and models to help business leaders corral precious resources and align investments behind continually creating effective, productive workplaces with optimised cost controls.

Unlike other ‘future of work’ studies, this publication does not fall into the foolhardy trap of attempting to imagine the future of work – we feel this is best left to a shaman. Quite simply, no one has the faintest idea what the future of work will look like. If someone did, he or she would be far better off entering next week’s lottery – it’s far more rewarding and far less taxing than working.

Instead, this report looks at what astute business leaders require to continually monitor the vital signs of their organisations, and monitor the spiralling pace of change within and beyond the traditional boundaries of their operation. Along the way, we set out to dispel much of the perceived wisdom and myths that fog today’s workplace decisions.

In addition, we offer pragmatic counsel on the only three drivers that justify changing work practices:
- Improving staff productivity
- Controlling and avoiding costs
- Enhancing the overall competitive position of an organisation.

Finally, we consider the change models needed to move an entire organisation from where it is now to a place that has not yet been defined and where people find themselves changed by the journey.

A clear conclusion is that this journey and the complexity that accompanies it demands that all business support functions (HR, IT, Real Estate, together with management cultures) work in unison against precisely defined goals and metrics.

Any leader of a business support function that believes they can still deliver interventions in isolation and expect to deliver any enduring change to their organisation is somewhat reminiscent of a one-armed dishwasher – it may well be a full-time and rewarding role but the outcomes are painfully slow.

Download the report below (PDF 26 pages in English)

Mercredi 14 Novembre 2012