A Research Base
For New Ways
Of Working


The challenges

1. Organisations must become adaptable

The challenge

You can no longer predict volatile market conditions nor evolving customer needs. So why uphold an operating model in which you plan for a ‘known’ future, allocate resources centrally, and implement change in one large push? Instead, new agile operations provide the structure and techniques that help your organisation remain resilient in the face of constant change.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

2. Existing structures are no longer sufficient

The challenge

Tidy org charts rarely represent how work gets done and employees communicate. Increasingly, communities, small teams, and external ecosystems are not just shadow structures, but part of the organisation’s vital fabric. You have the power to design more productive and adaptive organisations, thanks to advances in digital and social technologies, plus lessons from the fields of psychology, ethnography, and behavioural economics. What exciting new structures will you make possible?

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

3. New HR Approaches Nurture Dynamic Work Environments

The challenge

Traditional approaches to human resources favour productivity and efficiency, treating people as expendable resources. But modern work depends on orchestrating motivated and relatively autonomous knowledge workers. Alternative techniques help people coordinate their work in new ways. The result? More employee engagement, higher productivity, and more satisfying talent development.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

4. Everyone Is Responsible For A Great Customer Experience

The challenge

Customers now hold the power, and the companies who listen to them enjoy extreme competitive advantage. Great customer experiences prompt redesigns across all operations. You must instill customer centricity throughout the entire business, not just in sales and marketing.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

5. More ‘Human’ Organisations Drive Better Business Outcomes

The challenge

Worldwide, according to Gallup, only 13 percent of employees are engaged in what they do. But you can ‘humanise your enterprise’ to unlock a broader spectrum of human capacity. New management techniques involve employees in decision-making and culture-creation – creating inclusive business environments that maximise staff retention and improve overall results.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

6. Companies must create platforms of innovation

The challenge

Being innovative is an active decision. It requires both stamina and a systematic approach. How does an organisation create the conditions for innovation to emerge? By embedding new techniques that test both opportunities and constraints into business strategy, operating models, and daily operations.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

7. The modern organisation requires new leadership models

The challenge

Decisive and visionary leadership matters now more than ever, given the volatility and uncertainty that businesses now face. Here are a few practical techniques and models that we think are useful for any leader seeking to increase their influence and connection to employees.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE

8. A culture of empowerment accelerates decision-making

The challenge

Companies have more customer and operational data than ever before, yet most decisions still cascade from the top (and not very effectively at that). The result? Slower action and decreased effectiveness. Instead, companies must create a culture of empowerment where associates closest to the information have more discretion to plan and manage their work.

STARTING POINTS FOR ADDRESSING THIS CHALLENGE