Much has been written and discussed about the future of work, by all types of experts, in the last two years, ever since the pandemic caused major shifts in workplaces and boardrooms. But very little has been said about the new skills needed for leading the future of work beyond managing the immediate turbulence.
Almost a decade ago, my esteemed colleague Rita McGrath, currently the No.1 global thought leader on innovation, had written about competing in a world where competitive advantages are transient (The End of Competitive Advantage). The rapid advancement in technology, COVID-19, the Ukraine war, trade barriers, and politics are all accelerating the pace of change. And to top it all off, the way we used to work has undergone massive transformation. Do we want to go back to the old working style with its highly stressful work environment, time-consuming travel, imbalance between life at and away from work, and so on, or do we want to live in 15-minute cities where we can transit between both work and personal lives within just a short walk?
With the WFA (Work From Anywhere) and hybrid formats that are in vogue now, leaders are finding it tough to juggle work commitments, performance reviews, and empathy, among other things. CHROs are finding it easier to adapt a blanket three-daysat-office on alternate days, citing team meetings and collaboration, but in reality there seems to be a trust deficit and skill deficit – a lack of trust in employees to deliver work if allowed consecutive days of work from anywhere; and a lack of competence or inclination to identify and implement the right metrics to assess employee deliverables irrespective of where he or she works from. What
Diese Geschichte stammt aus der October 2022-Ausgabe von People Matters.
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Diese Geschichte stammt aus der October 2022-Ausgabe von People Matters.
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