Transformation of working life

The transformation of working life is driven by globalisation, technological development, etc.

Seeking for meaningful work

The traditional ways of working and valuing work are facing a turning point.  Status and external factors are no longer enough to attract skilled employees and keep them committed to one company. People want and seek meaning and individuality from their work, free of time, place and contracts. Meaningful work and individual career paths in various networks are taking over the traditional role of careers.

Transforming work and ways of working

Work is breaking free from time, place and contracts. Global teamwork increasing. The market for skilled workers is global. Traditional working hours are becoming a thing of the past, remote work becoming increasingly common, and the boundaries between work and free time are growing obscure. Work is transitioning from traditional organisations to networks and platforms and organised around projects and productions. The actual work itself is changing from performing and executing to creative and/or non-linear forms of work. AI and robots handle the other types of work. Entrepreneurship is growing more common, and careers are made into portfolios.

  • How should companies organise themselves among these changes?
  • How to manage from a distance or online?
  • What are better ways of self-management among these changes?
  • How do I ensure that my skills are up to date and that I am pushing my career in the right direction?

Turning point in capability and competence needs

In addition to strategic competencies, organisations’ capacity for renewal and change is becoming increasingly important. A culture of experimentation and the ability to learn fast are what counts at individual and organisational level. The competence and potential of each person is utilised and each person is considered a talent. Capabilities are built between operators in ecosystems and networks.

  • In which areas is my company better than the competitors?
  • What types of skills do we need now and in the future?
  • How to ensure that I get the best workers for my team?
  • How do the values and culture of my company support my goals?

Transformation of leadership

The culture, values and purpose of the company and the meaningful aspects of the work become the key points in leadership. Hierarchic organisational structures are reduced or disappear and the leadership is targeted at the network and cooperation relationships. Leadership based on coaching becomes more common and self-management is supported. Leadership is increasingly seen as a service supported by technical solutions (LaaS).

  • How to create and maintain the right type of culture in my work community?
  • How to ensure workers’ self-management towards our goals?
  • How to manage from a distance or online? Or sufficiently individual management? Do I know the type of support each of my team members needs from me?
  • How to ensure that I get the best workers for my team?

Final breakthrough of self-leadership

Organising one’s own work, managing time and energy, ensuring one’s own development, learning to learn, building personal networks and acting in said networks are some of the skills needed by individuals.

  • How to better manage myself?
  • How to spend my time and guide my work?
  • How to ensure my career development?
  • How to ensure that my skills are up to date and that I am pushing my career in the right direction?
  • How to build networks and work in them?

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