The future of work is uniquely human
The disruptive shifts of 2020, including covid-19 shutdowns that led to millions of workers working remotely, forced organizations to radically rethink everything from worker well-being, business models and operations to investments in cloud-based collaboration and communication tools.
Across every industry, last year’s best-laid plans were turned upside down. So it’s not surprising that technology and work have become, more than ever, inextricably intertwined. As business moves toward an uncertain future, companies have accelerated their efforts to use automation and other emerging technologies to boost efficiency, support worker well-being, accelerate work outputs, and achieve new outcomes.
Yet, technology investments are not enough to brace for future disruptions. In fact, an organization’s readiness depends crucially on how it prepares its work and its workforce. This is a uniquely human moment that requires a human touch.
To thrive in a world of constant change, companies must re-architect work and support their workers in ways that enable them to rise to future challenges. According to Deloitte’s 2021 Global Human Capital Trends survey of 6,000 global respondents, including 3,630 senior executives, 45% said that building an organizational culture that celebrates growth, adaptability, and resilience is critical to transforming work. To reach that goal, embracing a trio of essential human attributes—purpose, potential, and perspective—can humanize work and create lasting value for the workforce, and throughout the organization and society at large.
Purpose: Grounding organizations in values
Purposeestablishes a foundational set of organizational values that do not depend on circumstance and serve as a benchmark against which actions and decisions can be weighed. It relies on the uniquely human ability to identify where economic value and social values intersect. Organizations that are steadfast in their purpose are able to infuse meaning into work in order to mobilize workers around common, meaningful goals.
For example, Ed Bastian, CEO of Delta Air Lines, credits Delta Air Lines’ sense of purpose for helping the organization through the covid-19 crisis. “When I took over as CEO, we studied what our mission was and what our purpose was, which has helped us post-pandemic because we were clear pre-pandemic,” he says. “Our people can do their very best when they have leadership support and feel connected to the organization’s purpose.”
Potential: A dynamic look at people’s capabilities
To thrive amid constant disruption, organizations need to capitalize on the potential of their workers and their teams by looking more dynamically at their people’s capabilities. Most leaders agree: 72% of the executives in the Deloitte survey said that “the ability of their people to adapt, reskill, and assume new roles” was either the most important or second most important factor in their organization’s ability to navigate future disruptions and boost speed and agility.
AstraZeneca, for example, is an organization that quickly mobilized its resources and took advantage of worker potential to meet a pressing need—developing a covid-19 vaccine. Tonya Villafana, AstraZeneca’s vice president and global franchise head of infection, credits the company’s accelerated response for its ability to tap into a varied pool of experts, both across the company and through its collaboration with the University of Oxford. In addition, AstraZeneca not only brought in top experts but also added “high performers who were really passionate and wanted to get involved” with the vaccine development team.
Perspective: Operating boldly in the face of uncertainty
In the face of uncertainty, it’s easy to be paralyzed by multiple options and choices. Perspective—quite literally, the way organizations see things—is a challenge to operate boldly in the face of the unknown, using disruption as a launching pad to imagine new opportunities and possibilities. For instance, taking the perspective that uncertainty is a valuable opportunity frees organizations to take new, fearless steps forward, even if it means veering from the usual, comfortable path. For most executives in the survey, that includes a deliberate effort to completely reimagine how, by who, and where works gets done and what outcomes can be achieved. 61% of respondents said their work transformation objectives would focus on reimagining work, compared to only 29% pre-pandemic.
ServiceNow is one organization that shifted direction in this way during covid-19. In March 2020, the company held a “blue sky” strategy session as a forum for leaders to discuss the future of work, digital transformation, and the company. But as they considered these issues under the cloud of the emerging pandemic, CEO Bill McDermott realized the organization needed to take a different tack. “If we can’t help the world manage the pandemic, there won’t be a blue sky,” he said. As a result, he pivoted the meeting to focus on how ServiceNow could quickly innovate and bring new products to market that would help organizations maintain business operations during the pandemic. ServiceNow quickly built and deployed four emergency response management applications as well as a suite of safe workplace applications to make returning to the workplace work for everyone.
Putting people at the heart of work decisions pays off
Re-architecting work is not about simply automating tasks and activities. At its core, it is about configuring work to capitalize on what humans can accomplish when work is based on their strengths.
In the survey, executives identified two factors related to human potential as the most transformative for the workplace: building an organizational culture that celebrates growth, adaptability and resilience (45%), and building workforce capability through upskilling, reskilling, and mobility (41%).
Leaders should find ways to create a shared sense of purpose that mobilizes people to pull strongly in the same direction as they face the organization’s current and future challenges, whether the mission is, like Delta’s, to keep people connected, or centered on goals such as inclusivity, diversity or transparency. They should trust people to work in ways that allow them to fulfill their potential, offering workers a degree of choice over the work they do to align their passions with organizational needs. And they should embrace the perspective that reimagining work is key to the ability to achieve new and better outcomes—in a world that is itself being constantly reimagined.
If the past year has shown us anything, it’s that putting people at the heart of a company’s decisions about work and the workforce pays off by helping companies better stay ahead of disruption. The result is an organization that doesn’t just survive but thrives in an unpredictable environment with an unknown future.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.
The emergent industrial metaverse
Annika Hauptvogel, head of technology and innovation management at Siemens, describes the industrial metaverse as “immersive, making users feel as if they’re in a real environment; collaborative in real time; open enough for different applications to seamlessly interact; and trusted by the individuals and businesses that participate”—far more than simply a digital world.
The industrial metaverse will revolutionize the way work is done, but it will also unlock significant new value for business and societies. By allowing businesses to model, prototype, and test dozens, hundreds, or millions of design iterations in real time and in an immersive, physics-based environment before committing physical and human resources to a project, industrial metaverse tools will usher in a new era of solving real-world problems digitally.
“The real world is very messy, noisy, and sometimes hard to really understand,” says Danny Lange, senior vice president of artificial intelligence at Unity Technologies, a leading platform for creating and growing real-time 3-D content. “The idea of the industrial metaverse is to create a cleaner connection between the real world and the virtual world, because the virtual world is so much easier and cheaper to work with.”
While real-life applications of the consumer metaverse are still developing, industrial metaverse use cases are purpose-driven, well aligned with real-world problems and business imperatives. The resource efficiencies enabled by industrial metaverse solutions may increase business competitiveness while also continually driving progress toward the sustainability, resilience, decarbonization, and dematerialization goals that are essential to human flourishing.
This report explores what it will take to create the industrial metaverse, its potential impacts on business and society, the challenges ahead, and innovative use cases that will shape the future. Its key findings are as follows:
• The industrial metaverse will bring together the digital and real worlds. It will enable a constant exchange of information, data, and decisions and empower industries to solve extraordinarily complex real-world problems digitally, changing how organizations operate and unlocking significant societal benefits.
• The digital twin is a core metaverse building block. These virtual models simulate real-world objects in detail. The next generation of digital twins will be photorealistic, physics-based, AI-enabled, and linked in metaverse ecosystems.
• The industrial metaverse will transform every industry. Currently existing digital twins illustrate the power and potential of the industrial metaverse to revolutionize design and engineering, testing, operations, and training.
The Download: China’s retro AI photos, and experts’ AI fears
Across social media, a number of creators are generating nostalgic photographs of China with the help of AI. Even though these images get some details wrong, they are realistic enough to trick and impress many of their followers.
The pictures look sophisticated in terms of definition, sharpness, saturation, and color tone. Their realism is partly down to a recent major update of image-making artificial-intelligence program Midjourney that was released in mid-March, which is better not only at generating human hands but also at simulating various photography styles.
It’s still relatively easy, even for untrained eyes, to tell that the photos are generated by an AI. But for some creators, their experiments are more about trying to recall a specific era in time than trying to trick their audience. Read the full story.
Zeyi’s story is from China Report, his weekly newsletter giving you the inside track on tech in China. Sign up to receive it in your inbox every Tuesday.
Read more of our reporting on AI-generated images:
+ These new tools let you see for yourself how biased AI image models are. Bias and stereotyping are still huge problems for systems like DALL-E 2 and Stable Diffusion, despite companies’ attempts to fix it. Read the full story.
Evolutionary organizations reimagine the future
The global technology consultancy Thoughtworks describes organizations that can respond to marketplace changes with continuous adaptation as “evolutionary organizations.” It argues that, instead of focusing only on technology change, organizations should focus on building capabilities that support ongoing reinvention. While many organizations recognize the benefit of adopting agile approaches in their technology capabilities and architectures, they have not extended these structures and ways of thinking throughout the operating model, which would allow their impact to extend beyond that of a single transformation project.
Global spending on digital transformation is growing at a brisk pace: 16.4% per year according to IDC. The firm’s 2021 “Worldwide Digital Transformation Spending Guide” forecasts that annual transformation expenditures will reach $2.8 trillion in 2025, more than double the spending in 2020.1 At the same time, research from Boston Consulting Group shows that 7 out of 10 digital transformation initiatives fall short of their objectives. Organizations that succeed, however, achieve almost double the earnings growth of those that fail and more than double the growth in the total value of their enterprises.2 Understanding how to make these transitions successful, then, should be of key interest to all business leaders.
This MIT Technology Review Insights report is based on a survey of 275 corporate leaders, supplemented by interviews with seven experts in digital transformation. Its key findings include the following:
• Digital transformation is not solely a technology issue. Adopting new technology for its own sake does not set the organization up to continue to adapt to changing circumstances. Among survey respondents, however, transformation is still synonymous with tech, with 70% planning to adopt a new technology in the next year, but only 41% pursuing changes to their business model.
• The business environment is changing faster than many organizations think. Most survey respondents (81%) believe their organization is more adaptable than average and nearly all (89%) say that they’re keeping up with or ahead of their competitors—suggesting a wide gap between the rapidly evolving reality and executives’ perceptions of their preparedness.
• All organizations must build capabilities for continuous reinvention. The only way to keep up is for organizations to continuously change and evolve, but most traditional businesses lack the strategic flexibility necessary to do this. Nearly half of business leaders outside the C-suite (44%), for example, say organizational structure, silos, or hierarchy are the biggest obstacle to transformation at their firm.
• Focusing on customer value and empowering employees are keys to organizational evolution. The most successful transformations prioritize creating customer value and enhancing customer and employee experience. Meeting evolving customer needs is the constant source of value in a world where everything is changing, but many traditional organizations fail to take this long view, with only 15% of respondents most concerned about failing to meet customer expectations if they fail to transform.
• Rapid experimentation requires the ability to fail and recover quickly. Organizations agree that iterative, experimental processes are essential to finding the right solutions, with 81% saying they have adopted agile practices. Fewer are confident, however, in their ability to execute decisions quickly (76%)—or to shut down initiatives that aren’t working (60%).