They told us that over the next two years they wanted to prioritize initiatives that strengthen their organization’s ability to drive change in leadership, culture, and employee experience. And companies become more human: inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable.Īfter the pandemic erupted last year, we spoke with 350 HR leaders about the role of uncertainty in their function. Competitors become ecosystem collaborators. “Labor” becomes “talent.” Hierarchies become networks of teams. Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder, New York, NY: Random House Trade Paperbacks, 2012.Ĭorporate purpose fuels bold business moves. Emerging models are creative, adaptable, and antifragile. To usher in the organization of the future, chief human-resources officers (CHROs) and other leaders should do nothing less than reimagine the basic tenets of organization. Taking its place should be a model that is more flexible and responsive, built around four interrelated trends: more connection, unprecedented automation, lower transaction costs, and demographic shifts. But as we move toward imagining a postpandemic era, a management system based on old rules-a hierarchy that solves for uniformity, bureaucracy, and control-will no longer be effective. Organizations have by and large met the challenges of this crisis moment. We have all witnessed an at-scale shift to remote work, the dynamic reallocation of resources, and the acceleration of digitization and automation to meet changing individual and organizational needs. It has created profound and immediate changes to how societies operate and how individuals interact and work. But the pandemic hasn’t afforded them, or any of us, that luxury.

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