Corporate Leadership Center's thought leadership focuses on timely and relevant topics for business leaders as they, and their organizations, work to shape the future. These materials have been developed in celebration of Corporate Leadership Center’s achievements and the positive impact of its programs, CEO Perspectives and Leading Women Executives.
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THE FUTURE OF WORK
Understanding the Changing Employer/Employee Relationship
JULY 2019
On June 5th, 2019, CEO Perspectives held its Spring Event at Deloitte in Chicago, to focus on the fast-changing nature of work across sectors. The event featured: Keynote Speaker: Jeff Schwartz, Human Capital Principal, Global Human Capital Marketing, Eminence & Brand Leader, US Leader for the Future of Work, Deloitte; Panel Discussion Moderator, Deb DeHaas, Vice Chairman and National Managing Partner of the Center for Board Effectiveness, Deloitte; and Panelists: Jeff Schwartz, Jonas Prising, Chairman & CEO, ManpowerGroup, and Betsy Ziegler, CEO, 1871.
Jeff Schwartz – Human Capital Principal, Deloitte
Technological advances and societal change have transformed how businesses operate, including their relationship with employees. Firms can develop new strategies and processes to take on key challenges — including growing a global workforce, managing (and maximizing the value of) human-machine collaboration, implementing reskilling, and harnessing teams and networks — as part of the evolution of workforce relationships.
Key Insights Summary
The robots are coming. The future of work will involve increased automation. That requires adjustment, some of it painful. But it also warrants optimism, as AI-powered technology can and should lead to large-scale increases in productivity, creativity, and value creation, when approached strategically.
Seek unprecedented agility. Big “turns” — large-scale changes around the economy, talent, technology, and other work trends — are in progress or coming fast. Prepare your organization to take these turns when they arrive, as part of an “always be ready” mentality.
Redesign, redefine, reskill, redeploy. Redesign jobs for technology-enabled productivity boosts. Redefine work by modifying target outcomes and creating meaning for stakeholders in new ways. Reskill and redeploy your workforce by understanding adjacent skill sets and creating more opportunities for internal mobility.
Think “small.” Small, entrepreneurial firms are big on flexible approaches to workforce challenges, whether pivoting to new labor models, adding capacity quickly, or tapping into low-cost creative talent. Seek to learn from and partner with startups and their ecosystems to create value.
The future of higher education. Education, like work, is changing, with undergraduates eager to drive change now; a need for top MBA programs to be more market-focused; and new models of pay-for-results and apprenticeship-based education emerging. Understand these trends to capitalize on them.
Leadership 4.0. The current, fourth Industrial Revolution requires next-generation leadership. That means gaining digital fluency and organizational agility, creating a more adaptable global workforce, and promoting diversity of thought and representation from the leadership team on down.
Read the entire white paper, including topics relating to:
- The CEO's Agenda for the Future of Work
- Panel Discussion: A Cross-Sector View
Additional Topics
MARCH 2019 - THE RISE OF URBANIZATION
A recent report in The Economist estimated that the 50 largest urban areas contain only 7% of the world's population but produce 40% of its economic output. Major urban areas are hotbeds for innovation, sources for talent and driving changes in patterns of demand for goods and services. Business leaders need to understand the urban landscape and shape strategies to reflect these growing trends.
To provide greater insights on this topic, Christian Beaudoin, Managing Director, Research, Strategy, Site Selection at JLL, discusses what companies need to consider when selecting a city, and Mark Hacker, Executive Vice President, General Counsel and Chief Administrative Officer at Motorola Solutions, shares how Motorola's move from the suburbs has benefited the company. Read more
MAY 2019 - UNDERSTANDING EFFECTIVE REPUTATION MANAGEMENT
CEOs and board directors view a company’s reputation as one of its most valuable assets. Recently however, there is a growing gap between the rise in corporate reputational risk and companies’ capabilities to manage it.
Every month a new reputational disaster makes the headlines, destroying shareholder value and trust among customers and other stakeholders. But the loss of public trust is just the beginning of a company’s troubles -- lawsuits, public hearings, and investigations often follow. Management missteps may be a part of the problem, but there are broader trends in these ever more frequent and severe corporate crises. Read more
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