Heena Dawnak

The workforce of the future – shaping 2030.

Per Gartner, in 2020, AI becomes a positive net job motivator, creating 2.3 million jobs while only eliminating 1.8 million jobs.

The impact of AI-enabled machines and bots on our society and the workplace are completely dependent on the trajectories of multiple factors. In this blog, we are going to talk about Gartner’s research, wherein we explore 4 future of work scenarios and possible ways of how leaders should manage in the machine-human workforce.

Automation and Digital Transformation have a profound effect on who works, how we work, and the nature of work we human beings perform.

Gartner’s outlook in this research is predictable to be applicable anywhere between 10 to 15 years in the future. Such forecasts are quite uncertain, and such uncertainties are prime territory for the application of the Global Business Network scenario-building techniques. These scenarios shed light on the following question –


The Four Scenarios

These scenarios are designed in a way that describes extreme states, so that leaders, planners, and strategists go beyond straight-line extensions of current circumstances. There’s one thing to be kept in mind that an ideal outcome for any of the following scenario-building processes should lead to strategies that will serve the enterprise regardless of which scenario prevails.

Source: Gartner

What do you understand from these four scenarios?

  • Minibot Proliferation – Despite limited machine and bot capabilities, humans are comfortable with the presence of a large number of simple, focused machines throughout society.
  • I’d Rather Have a Bot Do It– This scenario majorly focuses on the positive outcomes in a world where machine intelligence and bots highly capable of performing major tasks and are widely accepted.
  • Ethan AllenBots Can’t Drive– This scenario is to observe how leaders cope when the machine capabilities are limited to a point where they are useless and uncompetitive with humans.
  • Bots Go Bad– This scenario is the darkest of all the scenarios where machines are highly rejected by humans. Think of it as a scenario where the humans are in conflict and in complete denial with machines.

As per the Gartner research, here are some measures leaders can consider –

  • Ingest “purpose” when interacting with your employees. In adaptive organizations, teams driven by purpose can be the organizational force driving performance.
  • Develop Digital Dexterity in your Organizations. Digital dexterity means exploiting and using current and emerging technologies and resources for better business outcomes.
  • Have empathy – In all the above scenarios, leaders will need to foster empathy and emotional intelligence.
  • Capitalize on innovative workforce training activities and support the future evolution of education.
  • Participate actively in public debates – leaders should make their “big picture” story describing their contributions to society.

To summarize –

Don’t consider these scenarios in terms of whether the scenario is “good” or “bad” but, in terms of who wins or loses and what’s won or lost. Leaders should discuss which elements in these scenarios are desirable or undesirable. Make sure the undesirable elements don’t happen and the desirables ones do. Hopefully, this steers the leaders in the right direction to take actions to maximize useful outcomes and simultaneously minimize distress within their organization.

Heena Dawnak

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Tags: Agile, Agile Methodology, COVID-19, Crisis, Lean, Lean Mindset, Pandemic, Resilience Through Disruption

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