Source: MIT Sloan Management Review
Tackling today’s workplace uncertainties begins by recognizing that challenges are not simply binary judgments (office vs. home, full-time vs. part-time, etc). By seeing a task as managing a process of re-design and change, senior leaders can address legitimate concerns about the complexity of getting the employee proposition right and create a practice of embracing change that is fair and inclusive. The way organizations work may need a structural overhaul, and the task of moving forward may need to be worked out by more than just top leadership.
To set about this task successfully, note these four crucial steps:
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Understanding people, networks, and jobs
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Re-imagining how work gets done
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Modeling & testing re-design ideas against core principles
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Ensuring the overhaul sticks by taking action widely
This design process engages leaders in questions about productivity and capabilities, and provides an opportunity to create a way of working that fully resonates with an organization’s unique purpose and values.
Additional questions for business leaders:
- Where are you now on the journey of re-designing work?
- Are there steps you need to re-engage with in a more purposeful manner?
- Are you clear about what your biggest priorities are?
The actions you take can create a signature model of work and define the deal that you are making with your employees and your customers.
