激活工作場所的未來+Activating+the+Future+of+Workplace

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physicallocationhasbeenunderpressureforsometimenowwithvirtualizationofworktrendingwellbeforethedisruptionbroughtonbytheCOVID-19pandemic.However,thatdramaticdisruptionforcedorganizationstomorequicklyrethinkhowtoconnectandengageworkersinvirtualandhybridworkenvironmentsandtoembracethepossibilitiesofaboundarylessworkplace.Unfortunately,itappearsoldhabitsarehardtobreak,aswe’veseensomepullbackduetooutdateddefinitionsofwhatworkisandperceptionsaboutworkerproductivityororganizationalcultureasmanycompaniespushtogetworkersbackintotheofficeMovingforwardleadersshouldfocusonthefundamentalissue,whichisthedesignandpracticeoftheworkitself,astheworkwilldictatethemixofphysicalanddigitalworkplacerequiredtomeetbusinessoutcomes.Unfortunately,onlyofrespondentstotheDeloitteGlobalHumanCapitalTrendssurveycitedthewayworkisdesignedasoneofthemostimportantattributesincreatingthefutureworkplace.3Theshifttowardaboundarylessworkplaceisdrivenbytwomainfactors:workeragencyandtechnologicaladvancement.Workersentimenthasshiftedandworkersareadvocatingforworkplacemodelsthatbestsupporttheirneedsandwell-being.Manyworkersnowconsidertheabilitytoworkremotelyasaninalienableright.Accordingtoarecentstudy,1two-thirdsofworkersgloballysaytheyhavealreadyconsidered(orwouldconsiderlookingforanewjobiftheiremployerwantedthembackintheofficefulltime.Technologyisalsoadvancingrapidlyasanessentialcomponentofworkplacedesign.Thisgoesbeyondcollaborationtoolsandnowincludesavastarrayofwork-relatedtechnologies,withthemostprominentexamplearguablybeingthemetaverseandunlimitedreality.Asorganizationsreimaginetheworkplaceinapostpandemicworld,theresultisnotasinglelocationorone-size-fits-allsolution,butavarietyofcapabilitiesandspacesthatsupportdifferentwaysofgettingworkdone.Thisreimaginationisnotjustlimitedtoknowledgeworkers,butalsoextendstofrontlineworkers.ArecentsurveybyorbesandMicrosoftshowedthatorganizationsleadingthewayondigitallyempoweringfrontlineworkersegcallcenterrepresentatives,fieldservicepersonnel)arethreetimesmorelikelytodeliverannualgrowthinexcessof20%(comparedtotheirlessforward-thinkingcounterparts).AccordingtotheDeloitte2023GlobalHumanCapitalTrendssurvey,thevastmajorityofbusinessleaders(87%)believethatdevelopingtherightworkplacemodelisimportantorveryimportanttotheirorganization’ssuccess.Yetonlyfeeltheirorganizationisveryreadytoaddressthistrend(figure1).Source:Deloitte2023GlobalHumanCapitalTrendssurvey.Thegoodnewsisthatonly6%ofoursurveyednizationsaresatisfiedwiththestatusquoandsaytheyhavenotchangedandwillnotchange—theirworkplacestrategy.Meanwhile,78%aretryingtocreateafutureworkplacewhereworkersnthrivebyredesigningtheirexistingbusinessprocessesorreimaginingtheworkitself.4Lettheworkdrivetheworkplacedecisions.foreorganizationscaneffectivelyansweranyquestionsaboutwherepeopleshouldwork—physical,digital,orhybrid—youmustunderstandtheworkthatneedstogetdone.Tothatend,thestquestiontoaskwhenthinkingaboutworkplaceis“Whatdoestheworkrequire?”Thereisnoperfectworkplacemodeloruniversalsolutionthateveryorganizationshouldadopt.Iftheworkdoesnotrequireaphysicalspacetodeliveroptimalresultsdon’tforceitjustbecauseofpastprecedentorcurrentmanagementanxieties.Instead,organizationsneedtolookattheworktheyaretryingtoaccomplishandcultivateadeepunderstandingoftheuniqueneedsandprioritiesassociatedwiththosegoals.Onlythencanorganizationseffectivelydeterminewhere,when,andhowworkshouldbedone.Deliberatelydesigntheexperienceinserviceofoutcomesandvalue.Asganizationsdesignworkplacemodelsinsupportoftheworktheyshouldstartbyfocusingontheultimateoutcomestheyseektodriveltureinnovationsocietalimpactandthendeterminewherethatvalueisbestcreated.AccordingtotheleaderswhorespondedtotheDeloitte2023GlobalHumanCapitalTrendssurvey,thebiggestbenefitthey’veseenfromtheirfuture-workplaceapproachisincreasedworkerengagementandwell-being,whilecultureisthebiggestbarrier.Empowertheindividual,theteam,andtheecosystemEspeciallyinlightofrisingworkeragencyoutcomesimportanttotheworkersinanorganizationsecosystemshouldbegivenequalconsiderationasthoseoftheorganization.Thatgoesforworkplacemodelsaswell.Organizationsshoulddotheirbesttoalign(oratleastbalance)theirneedsanddesireswiththeneedsanddesiresoftheirentireworkforceOrganizationshavetheportunitynowtoexperimentboldlywiththeirworkplacemodel,balancingworkoutcomeswithworkerpreferences,tounlockthenewvaluetheyseektocreate.rexampleconsiderwhereandhowpeopleinteract.StudiesshowthatcollaborationistheNo.eafindingthatappliesregardlessofgeography,industry,role,orgeneration.3Assuch,whencreatingaworkplacemodel—whetherphysical,digital,orhybrid—youneedtointentionallydesignittosupportandfosterconnectivityandcollaboration.5verisfocusingonwhatpeopleproduceoutcomesnotwhereorwhentheywork4IthasintroducedasetofglobalprinciplesonhowebestuseofofficespacesgivingpeopleflexibilityandchoicewhilespendingattoftheirtimeintheofficetocollaborateandconnectTothatend,itisdesigningworkingoptionsthatcanhelppeoplebalanceworkandhomelifewithoutcompletelylosingthevalueofface-to-facecontact.isbringingthemetaversetoatraditionallyphysicalenvironment:thefactory.UsingNVIDIAsOmniversea3Dcollaborativemetaverseplatform,thecompanyhascreatedaperfectsimulationofafuturefactory(i.e.,digitaltwin).5Thefuturefactorywasdesignedentirelyinthedigitalrealmandsimulatedfrombeginningtoendtotrainandremotelyconnectworkersinavirtual3Denvironment.InthisdigitalfactoryBMW’sglobalteamscancollaborateinrealtimetodesignandconfigureitsfactoriesrevolutionizingtheirplanningprocessandeliminatingtheneedfortravel.Workerscantravelvirtuallyintoanassemblysimulationwithamotion-capturesuitandrecordtaskmovements,whilethelinedesignisadjustedinrealtimetooptimizelineoperations,workerergonomics,andsafety.ilyMartaconveniencestorechaininJapanisexperimentingwithremote-controlledrobotstostockshelves,enablingemployeestoworkfromanywhereusingvirtualreality(VR)gogglesandcontrollers.6Akeyfringebenefitofthissolutionistheabilitytoemploydisabledpeoplewholackthephysicalmobilitytostockshelveswithouttheassistanceofrobots.?AdventHealthaddedvirtualnursestoitscareteams,whichenhanceditsworkforceexperiencefornursesacrossthedigitalandphysicalworkplaceandenabledbetterteamworkandpatientoutcomes.7Unitscannowhaveavirtualnurseteammemberonthescreen,workingwithateamthat’sinperson.Asaresultvirtualnursesnotonlyoffloadworkfromthein-personnurse,butprovidecarevirtuallywithgoodoutcomesandagoodpatientexperience.MTBankisfocusingonputtingpurposeatthecenterofitspost-pandemicworkplacestrategyInthepandemicallofitsnonessentialworkerswerevirtualAsthingsopenedupitpromotedhybridworknotbecauseworkcouldn’tbedonevirtually—butbecauseitbelievedthattheworkplacecreatedcommunityandconnectionsinthecompanyndwithitsdiversecustomersandcommunitiesinitsfootprint.Anumberoftheseinnovativeexperimentsrevolvearoundthemetaverse,whichischanginghoworganizationsthinkaboutthedigitalworkplaceandprovidingnewdigitaltoolstofostercollaborationandcreateanimmersiveworkplaceexperiencefromanywhereintheworld.Benefitsofthemetaverseincludetheabilitytoworkremotelydayornightfromanylocation,andtostayanonymousandfocusonwork.Gartnerpredictsthat25%ofpeoplewillspendatleastonehouradayinthemetaverseby2026.9Also,threeoutofvetechworkerssaytheywouldbeinterestedinusingthekindsofVRheadsetsassociatedwiththemetaversefortrainingandprofessionaldevelopment.106inviableinthemarketplacencompetitivevantageLeadthemarketbyradicallyinnovatingandtransformingTheworkplaceisessential—butintherelationshipbetweenworkandworkplace,theworkhastolead.Theworkplaceshouldbecomeaninputintotheworkitself,focusedontheoutcomesorvaluealignedwithbusinessstrategy.Beyondtheimmediatevaluefromthework,astrategicapproachtoworkplacecanalsocreate“downstream”ESGbenefits.Forexample,reducingamountofphysicalofficespacecanreduceitscarbonfootprint;givingworkersmoreagencytochoosewhichdaystoworkremotelycouldsupportDEIoutcomesbyprovidingflexibilityforcaregivers.Throughworkplacedesign,organizationshaveanopportunitytoimprovetheirbrandattracttalent,andelevateworkoutcomesAnditallstartswithonekeyquestion:“Howcanwedesigntheworkplacetobestsupporttheworkitself?”O(jiān)rganizationsthatputworkatthecenteroftheirworkplacedesi