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The future of work in technology:

8) Threekey implications for the future of work transformation:

Financial planning.Changes in technologyand corresponding changes in the work, workforce, and workplacemay have significant financial implications that should be understood early in the process. Engage necessary stakeholders to gain consensus on issues such as capitalization versus the expense model, as well as internal versus external spending.

Ecosystem orchestration.The current procurement mindset often benefits the lowest cost provider, leads to transactional relationships, and binds the organization to multiyear commitments. And as the shelf life of skills moves from a lifetime to a few years, organizations cannot always rely on captive talent to do their work. Leaders are quickly realizing they should reimagine their ecosystems as sources of value cocreation, revenue, and augmentation of internal talent and skills. Businesses are evolving from members of a linear value chain that adds incremental value to participants in a much broader ecosystem of technology disrupters, incubators, startups, business partners, suppliers, and customers that cocreates business solutions, uncovers new opportunities, and delivers competitive advantage. One large distribution company built a platform that allowed real-time information to its suppliers and an integrated portal for its global distribution network that created efficiencies, reduced inventories, and increased profits across the entire ecosystem.

Technology works in business.The pervasiveness of technology is impacting work outside of the traditional boundaries of IT. What might once have been viewed as a traditional business role is now becoming very tech centric. The impact of the changes in technology work, workforce, and workplace on business roles should also be considered.

9) Lessons from leaders:

The executives we interviewed provided three overarching lessons to help enable the Imagine-Compose-Activate process.

Zoom out first. Technology leaders are problem-solvers who tend to "zoom in" on problems with the intent of quickly solving them. Instead of narrowing in on and trying to resolve specific pain points related to the future of work, consider first looking at the big picture, holistically taking into account changes in work, workforce, and workplace. "Zooming out" three to five years and envisioning a future without bounds can help leaders imagine and define the art of the possible without the current constraints. This could help leaders get "unstuck" from the present and drive a transformative mindset that could clarify the unrealized potential of work, workforce, and workplace.

Access, curate, and engage talent.The traditional talent management mindset focused on attracting, developing, and retaining needed talent. The evolution of work, workforce, and workplace suggests the Attract-Develop-Retain model may have run its course. Consider instead the Access-Curate-Engage approach, in which organizations access talent on the open continuum, curate consumer-grade learning experiences that can enable technology athletes to build skills in real time, and engage talent by realigning rewards, incentives, and leadership to support and enable idea generation, cocreation, collaboration, accountability, and transparency.

Iterate, deliver, and repeat.We can't emphasize this enough: The future of worktransformation is a journey, not a destination. Continually iterate the work, workforce, and workplace models to account for changing business and technology landscapes. As new technologies and business models emerge, the work of technology will continually change and leaders in technology organizations likely will need to adapt quickly.

10) Additional key recommendations:

Shifts matter: Move from IT capabilities to work outcomes.Technology work has often been traditionally performed by a centralized IT function and "thrown over the wall" to the business to confirm whether promised results were achieved. To kick-start a business mindset change, we purposefully have moved away from the traditional notion of IT capabilities in this report and embraced the term "work outcomes." The concept of work outcomes holds both technology and business resources accountable for product outcomes as well as adjustments and iterations that allow for continuous business value.

Bias toward speed and progress, not perfection.Recognize that speed and time to market are often key to competitiveness and cocreation. Releasing and iterating a minimally viable product based on customer feedback is fast becoming the norm. The technology work of the future is more akin to building speed boats than large naval vessels. Reliability, security, and resilience are still required, but flexibility, agility, and speed typically are more important.

Embrace cocreation at the team, enterprise, and ecosystem levels.The future of work is not a solo journey. Partner with other executive leaders and business and functional executives and equip them with the knowledge and ability to make informed technology decisions. The global CIO survey found that technology leaders who elevate the tech fluency of business counterparts are likely to have deeper and more influential relationships with their peers. The three most important allies for technology leaders on this journey likely will be the finance, HR, and procurement leadershelp them become equally invested and accountable for the outcomes.

Iterate with end the outcomes in mind.This journey may be triggered by business reorganization, skills shortage, business realignment, office space redesign, or many other potential causes. Irrespective of its entry point, a business should define work outcomes before trying to transform the workforce or workplace. Jumping ahead to reskilling the workforce or redesigning the workplace without understanding the shift in technology work could create chaos and confusion. After establishing work outcomes, leaders can determine the tools, automation, workforce needs, and how to augment humans with machines. Work outcomes and workforce decisions together can help determine the type of physical workspace, collaboration tools, and culture needed to support the change.

Enable real-time learning.Gone are the days when professionals crafted and perfected their skills over decades, even lifetimes. An average employee may have multiple careers in an organization. To engage and retain high performers, leaders should develop continuous learning programs that provide real-time skills acquisition, on-the-job training, and experience-based rapid knowledge transfer.

Stay informed through tech sensing.The increasing speed of technology change can make it difficult to stay abreast of advances. Technology leaders can keep informed of emerging technology trends and their business implications. Many leverage partner ecosystems to tap into new technologies, while others collaborate with universities and incubation hubs or invest in startups. Knowledge acquired as the result of such "tech sensing" approaches should be disseminated throughout the organization to help increase technology fluency.

Align with purpose.External corporate brand, internal culture, and the technology organization's mission should align to a higher purpose.Top talent often wants to work for companies whose ambition, passion, and purpose rise above economic considerations. They're seeking organizations that believe in and significantly contribute to meaningful causes. Authentically aligning the organization to environmental issues, human development, public health, or other relevant causes that can help bring meaning to work can directly impact talent recruitment.

Tolerate calculated risk.Typically,technology leaders avoid or minimize risk while business leaders seek to maximize value while taking calculated riskstwo perspectives that are often at odds. Leaders shaping the future of work in technology can devise ways to consistently understand and agree on risk appetite with key stakeholders and make decisions and course corrections accordingly. Embrace ambiguity, uncertainty, and experimentation and avoid making risky decisions on behalf of the business. Instead, collaborate to make more informed, data-driven decisions.

Think big to create an audacious future. Focusing on the big picture, rather than a single tool or solution, can help leaders take the first steps toward creating the future of work. Foundational change takes time and persistent work across multiple dimensions. Simply reskilling staff, bringing on a new leadership team, or automating existing work likely will not alleviate current challenges. Instead, a holistic plan that employs multiple work, workforce, and workplace strategies has a higher likelihood of success.

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