From talk to action

Forces of change are affecting three major dimensions of work: the work itself, who does the work, and where work is done.

Two powerful forces are shaping our workforces and workplaces: the growing adoption of artificial intelligence in the workplace and the expansion of the workforce to include both on- and off-balance-sheet talent. What does the future of work look like, and what are the implications for individuals, organizational leaders, and public institutions?

Technological and social forces are transforming how work gets done, who does it, and even what work looks like. In an effort to understand how organizations can rethink their approaches in the face of the evolution of work, this article tries to tap into the wisdom of crowds by asking leading thinkers to identify what they think are the most important driving forces shaping the work-related realities of tomorrow.

Why do companies struggle to create value? In part, because employees focus on completing routine tasks rather than identifying and addressing unseen problems and opportunities.

MIT professor Thomas Malone on human-computer collective intelligence and the future of work

Cognitive technologies offer advantages that are real and diverse, extending well beyond traditional applications like process automation. As the cognitive story evolves in the years ahead, the benefits that ensue may become ever richer in their variability. ​

​Digital technology can be a blessing and a curse, both personally and in the workplace. How can organizations make sure the positives outweigh the negatives?

Without institutional employment, finding meaning and purpose in their work becomes central to independent workers’ quest to define their identity.

​Millennials’ participation in the gig economy continues to rise and organizations are eagerly tapping into this pool of workers to hire more people off their balance sheets. But how are the millennial gig workers faring?

Discover how organizations can benefit from creating meaningful jobs that work with and for a valuable talent pool: senior workers.

With Generation Z entering the workforce and the nature of entry-level jobs changing, how can organizations redesign these jobs in a way that can both attract and engage Gen Z and ensure that these jobs continue to generate a pipeline of future talent?

Few large companies have cultures of internal mobility that can help meet skill shortages, prepare the next generation of leaders, and fuel a virtuous talent cycle.

Organizational network analysis is set to rise in importance as leaders wake up to its value when it comes to organizational design.

With digital technologies poised to transform work, what will manufacturing jobs look like in the future?

The health care industry should find ways to be dynamic yet steady as it explores opportunities in the future of work.