Many employers remain stuck in the second wave, focused on practical things like working at home spaces and formal contact between employees. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. Clearly there remains a role for the office. In this, our latest Employer Sentiment Survey, we asked employers about their predications, plans and aspirations for the coming months. But by comparison, BCG’s own global employer research from June showed nearly three quarters of global firms expect a reduction. In addition, as highlighted in our post on the future of consulting, it makes sense for BCG to amp up technology enablement efforts as software continues to become increasingly critical to all aspects of running a business. We go beyond ideas to design solutions and implement meaningful action. Employers, meanwhile, were focused on how to ensure the safety of their staff, and how to quickly and effectively move them from the office to the home. Australian businesses have tackled some of the most pressing challenges around digital tooling and the shift to remote working. Boston Consulting Group (BCG) in collaboration with Indian Pharmaceutical Alliance (IPA) have recently concluded a study on Future of work in the Healthcare Ecosystem. His research interests include discrete dynamics, complex networks and fundamental laws of biology. Companies, policymakers, and individuals all have a role to play. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. The most successful businesses are putting a focus on teams at the top of their agendas. BOSTON CONSULTING GROUP 3 Create De-averaged Work Models for Employees We don’t believe in returning to the past, when work hap-pened primarily with colleagues who were always located in the same place at the same time. Employers see the working environment and setup as the primary benefit of the physical office. Nor do we believe in The world of work is changing. The traditional working model for many organisations has been ‘office by default, remote by exception’. Learning to Learn, Unlearn and Relearn In the second wave - from around June to August - employees and employers were focused on how to maintain that productivity boost. Work continues to increase in complexity: BCG has measured “complicatedness” of work showing that it has steadily increased 6.7% a year for 50 years. As 70% of affected workers will need to re-train into a different job family, a reskilling revolution is required. The chart below shows the disparity between what matters to employees and what employers are focused on. The current state of the “Strategy and Operations” consulting market can be defined by one theme: the quest for scale. The sample covered a variety of large to small businesses, across multiple industries. In the future world of work, skills acquisition will no longer be a process with an ending. Companies are clearly rethinking how they approach real estate, floorplans and the traditional role of the office. The COVID-19 pandemic has thrown multiple challenges - and opportunities - in the path of Australian businesses. In fact, the evidence suggests we’re indispensable. In our second year of cooperation with the WEF, we produced one report with two core elements: There is a clear need for upskilling and reskilling on a large scale. Employers have identified collaboration and a focus on outcomes as the two most important attributes linked to team effectiveness. FUTURE OF WORK BUILDING THE NEW COMMERCIAL OPERATING MODEL By Rahul Guha, Abhinav Verma and Natasha Prakash ... model for the future. As part of its work to explore the long-term future of the APS, the APS Review Secretariat commissioned BCG to undertake a scenario planning exercise. But the disparity between what employees want and what employers think they want threatens to disrupt productivity, company culture and profitability. Boston Consulting Group X Indian Pharmaceutical Alliance 2 • Build the Next-Gen QC Lab • Reimagine the role of QA • Design the quality organization of the future This article provides BCG’s perspectives on the above 3 pillars and the roadmap to make this happen in your organization, as Only 6% are looking to increase employees compared to around 20% here. While real estate footprints will undoubtedly decrease, it may not be as much as some people think. But only 15% of employees say they want this. Boston Consulting Group Allison Bailey is a Managing Director and Senior Partner and the Global Leader of BCG’s People and Organization practice. Empathy and an openness to coaching and feedback also rank highly. What is the Future of Work? Directed by Dr Julian Huppert and based in Jesus College, Cambridge’s new state-of-the-art of agriculture. But how real are these reductions, and will organisations be able to realise the anticipated savings? 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