Even before the ‘apocalypse’, too many organisations were applying 20^th century workforce organisational models to 21^st century needs (organisational needs, individual worker needs and customers’ needs).

In reality, there were (and are) still too many Victorian Mill Owners out there!

‘We continue to try and manage complexity the same way, reduce anxiety with meetings or process, finance projects in large chunks, move talent based on a rigid role and structure and attack problems by seeking approval’.

Leigh Whittaker -Transformational Strategist

Those Mill Owners are focused on time at work, control and process. Consequently, the organisations are slow to react to market and customer, they lack agility in solutioning and their employees lack autonomy, mastery and an intrinsically rewarding sense of purpose. Rewards and bonuses are linked to achievements that are not generally within their control. Rewards that work well for transactional activity actually lower engagement, output and innovation in complex tasks in the knowledge-based economy [check out Dan Pink].

These organisations have complex hierarchical structures. Remaining competitive is focussed on annual cycles of cost reduction. Talent attraction and retention are well voiced concerns, but the root cause of the problem is rarely addressed. The issue is papered over with a new employer not tremendously authentic brand strategy. There is a vision for the business. It is on the Shareholders report, but most employees can’t remember what it is and even fewer buy into it. Employee engagement is at or below the staggeringly low national figures for UK and US corporations.

These organisations are and will struggle to survive. For the rest of us what does the Future of Work look like?