The Workplace of the Future, or More of the Same?

Abstract

Almost two decades ago, I wrote my first full-length book.¹ It explored how we would equip ourselves to meet the management and organizational challenges of the 21st century. In the final part of that book there were some thoughts on the next steps we may be taking, which I think are worthwhile repeating here all those years later, because I want to stress that the future of work is about people. We can have all the technology and all the great ideas in the world, but unless we have people who know how to make it all come together in a productive way it counts for very little. In embracing tomorrow, maybe this is what we should make sure of:

Looking at most corporations — even those with an enviable track record of innovation — change, and the need for change, has always been tempered with the need for stability as well. A closer look at those successful businesses also reveals that most change (particularly the major pieces of reorganization and rejuvenation) are done in short, highly focused spurts, followed by a period of stability.

It is important for all of us to keep in mind that there is a danger of confusing innovation with change. They are not — and will never be — the same thing. Innovation is a constant process that provides us with new products, processes and services — it is vital to our future. Change is something that shakes the organizational tree, perhaps even sends a shockwave or two through the foundations. That is something that is necessary from time to time, but none of us need constant seismic shocks. Stability, knowing where the organization is going and why is equally important — indeed that sort of atmosphere actively encourages innovation.