Deloitte “Towards 2030: 7 transformations that will reshape organizations in a decade of disruption”

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Deloitte released “Towards 2030: Seven Transformations Reshaping Organizations in a Decade of Disruption”. The “Great Disruption” and “Great Resignation” caused by the epidemic are creating or accelerating seven business and social changes that are changing organizations. The trajectory of the human agenda until 2030. This report argues that HR and business leaders need to apply the learnings of the past two years to these seven transformations and choose a humanizing agenda to generate organizational resilience and thrive in a disruptive and disruptive marketplace.

1. Employee expectations and initiative

As power and initiative shift from employers to employees, a return to previous patterns of work, workforce, and workplace is unlikely to occur. This shift is manifesting itself in other ways; for example, in employees’ desire for a better work-life balance, which is the biggest reason why people prefer working from home.

Shifts in employee expectations and initiatives are also showing the potential to upend long-held workplace norms, with companies and countries around the world trying to make the four-day work week part of the future of work, with good results so far.

Implications and considerations for the human agenda

• To adapt to a world of changing employee expectations and agency, organizations need to move away from the traditional work and workplace operating models of the past and toward a more fluid, human and digital future.
• The nature of work needs to change to keep pace with the workforce.
• While not all jobs can be done completely remotely, company leaders, HR staff, and employees can work together to create a business that incorporates a hybrid work strategy that resonates with employees.
• Productivity as time utilization is a simple metric, but a company’s CTO, CFO, and CHRO should rethink output in three dimensions.

2. Longer life, more opportunities

The way people experience the workplace now and in the future is changing. With longer lifespan comes more opportunities and higher expectations for potential career paths. Additionally, the increasingly common multigenerational workforce creates challenges through new reporting relationships. Longer working years may also encourage older workers to pursue a “second career” through entrepreneurship.

Implications and considerations for the human agenda

• According to the Stanford Center on Longevity, today’s rigid, all-consuming work model may no longer be fit for purpose. Organizations may need to build more flexibility into their work redesign.
• To fully realize the benefits of generational diversity, companies may need to compete for talent of all ages with higher wages and age-appropriate benefits, use technology to expand the workforce, and support employees’ lives outside the workplace, and focus on extending the working lives of all employees through ergonomics and inclusive design.
• Longer lifespans allow people to come and go in a variety of professional and personal roles, generating positive long-term community building.
• Over the course of a 60-year career, changes in employee contributions may result in employees moving in and out of the ecosystem.

3. Transformation Three: Human-machine collaboration

Companies pursuing economies of scale have mechanized work for a hundred years. The main idea is that machine/technical work is a replacement for human work. However, attitudes are shifting from an alternative to an augmentative framework, from a mechanistic view of how people, teams and technology work to an organic, human-centered view. By 2030, automation may be seen as a path to greater opportunity; machine work allows humans to perform higher-level functions.

Human-machine collaboration is influenced by six influencers that work together to drive work, workforce and workplace experiences:

• Collaboration and communication
• design
• job support
• personalise
• data
• consistency

Implications and considerations for the human agenda

• Effective human-machine collaboration may require organizations to reimagine the workplace experience and better leverage technology to drive social collaboration, knowledge sharing and personalization to increase productivity and drive community.
• To thrive in an increasingly virtual workplace, leaders should create an environment for teamwork, foster a culture of collaboration, and set clear expectations for communication and getting work done. In addition, leaders need to provide convenient tools that enable employees to work from anywhere with minimal disruption.
• Employees want their workplace technology to reflect the digital experiences they enjoy in their personal lives.
• Does burgeoning human-technology collaboration raise new fairness or ethical considerations? Is it becoming increasingly important what a business’s goals are and the “ethical case” it makes for taking (or not taking) a stance on social issues?

4. Digital/Virtual/Metaverse Life

Advances in digital and virtual technologies and the emerging role of the metaverse are increasing interconnectedness and driving a shift from global business models, standards and homogeneity, to highly targeted interactions, to heterogeneous communities of individuals with shared interests transitions between, regardless of location. This shift creates new business opportunities, but also requires investments in customer engagement capabilities and workforce development to effectively engage with these micro-communities. But future evolution may also depend on consumer response and the outcome of at least four key unknowns:

• standardization
• user interface
• market segmentation
• governance

Implications and considerations for the human agenda

• The Metaverse has the potential to be a paradigm shift in consumer, enterprise and employee behavior, requiring companies to make significant investments in customer engagement capabilities and employee development tools, while adopting a flexible “test and learn” approach to consumer and enterprise-facing features.
• Considering that mainstream Metaverse and corresponding revenue generation is likely still several years away, companies should take a long-term view on investments and consider KPIs around consumer and employee engagement in addition to ROI.
• Finding highly skilled technical talent to create the Metaverse architecture and myriad applications will be a challenge that will intensify the recruitment battle for companies in almost every industry.
• Organizations may need to manage a range of complexities and risks within the metaverse and help ensure they are proactively building a “responsible metaverse” and effectively maintaining consumer and employee trust.
• Cloud computing and its scalability offer extensive opportunities for business model reinvention; however, this may put pressure on humans because, by their very nature, humans are not as adept at handling exponential scalability as machines.

5. Data and Privacy: Battle Royale

A war over data ownership and control is raging between individuals, tech giants and governments. Governments at all levels are grappling with data-related regulations, noting that sentiment can change based on global regions and current events. Consumers, businesses and their employees, and governments understand they are being targeted and want more control over data use, privacy and security. As the sophistication, scope, and impact of threat actors and their tools increase, protection may require stricter regulations and investments in robust data security solutions.

Implications and considerations for the human agenda

• To build and maintain consumer and employee trust, companies should ensure they collect and store consumer/employee data responsibly; be transparent about how they use that data; allow individuals to choose whether to share some or all of their personal information; enable opt-in/opt-out The process is simple and quick.
• To protect intellectual property, digital assets, and consumer/employee data privacy, companies should develop a series of security measures that anticipate and effectively thwart cybercrimes such as phishing and data hacking.
• With growing concerns over data ownership issues, particularly as they relate to employee and company ownership of intellectual property, organizations’ HR and legal functions should review and update employment agreements to include information on company ownership of knowledge in remote working situations. The terms of ownership of a property.
• Companies should support online platforms and communities that are safe for all users and have specific policies against harassment and bullying.

6. Trust and Corporate Governance

Trust is the key currency a company needs to succeed among internal and external stakeholders. Today, many organizations use siled departmental/functional approaches (e.g., AI ethics) to build trust and oversee corporate governance. By 2030, they will need an enterprise-wide governance model backed by C-level ownership, verifiable data, and an ethical lens applied to all choices the organization makes.

Likewise, increasing management attention to diversity, equity, and inclusion (DEI) can help strengthen trust between employers and employees; however, there is still much work to be done.

Implications and considerations for the human agenda

• When executed with a high degree of competence and the right intentions, an organization’s actions can build trust with key external and internal stakeholders, who then validate that trust.
• Employees expect senior managers to lead by example – making trust an important part of the organization’s people agenda – especially when it comes to social issues.
• Company leaders and HR professionals should explore new ways to build trust by empowering employees and reducing traditional areas of friction.
• Finding common ground to connect employers and employees may help break down hierarchical barriers that build trust.

7. Stakeholder Capitalism in a Turbulent World

The shift from shareholder capitalism to stakeholder capitalism, in which companies focus not just on financial performance but also on broader environmental, social and governance (ESG) issues in pursuit of long-term value creation, is accelerating. Over the next decade, we hope to see the alignment of personal, corporate and social values becoming the framework for business and talent decisions; we just don’t yet know how and how quickly this complex transformation will occur.

Implications and considerations for the human agenda

• CEOs and boards are paying more attention to the impact their organizations have on the long-term welfare of multiple stakeholders, including employees, customers and communities, not just shareholders. Leaders may need to be both proactive and reactive.
• The growing importance of stakeholder capitalism over the next decade may require businesses to change the way they calculate and innovate to reduce negative externalities – the unpriced business transactions conducted by communities and the physical environment in which they are not directly involved Influence.
• Large companies can reap huge benefits by creating an environment in which social entrepreneurs develop ideas that may later be adopted by the wider business community.
• Purpose and impact will increasingly be key to motivating employees.