The Future Workplace
The Future Workplace
Organizations of the future will be “niche oriented.” The implications of this will be very lean organizations containing mainly or even exclusively only those individuals who possess the talent, skills and ability required specifically for their business niche. All jobs not tied directly to their product or service, will be outsourced.
As an example; traditional departments such as Human Resources, Training, Accounting, Information Technology, Public Relations, and Logistics will no longer be part of a manufacturing company. Banks will only hire finance people; stores will only hire sales people, trucking companies’ only drivers and airlines only pilots. Most if not all “support functions” will be outsourced. In some cases even the finance, sales, drivers, and pilots will be contracted out by the very businesses who consider these individuals to be key to their success.
Despite the angst surrounding outsourcing, it appears U.S. executives are well-satisfied with turning over nonessential business functions to outside providers. A survey by Capgemini reveals that nearly 73 percent of U.S. companies plan to step up outsourcing activities in coming years, with about 23 percent stating a preference to outsource "a broad range of functions and processes" that do not reflect core business activities. The survey of 288 executives found that most lauded outsourcing as a way to zero in on core business issues (57 percent), improve process speeds (56 percent) and provide immediate cost savings (56 percent).
Organizations will “no longer be in the benefit business.” Employees will be offered X dollars to purchase life/disability insurance, healthcare, childcare, education and other benefits from “outside providers” to fit their particular needs. Individuals will also be contributing to a 401k or equivalent retirement plan of their choice, rather than one selected by the organization.
Small to mid-size organizations will be formed to provide services being outsourced by the niche driven organizations. In many ways everyone benefits from this scenario. Economies of scale and expertise are leveraged by the “new niche providers.” Outsourcing eliminates the challenge of recruiting, hiring, training and retaining a large workforce not specifically dedicated to the product or service offered by the organization. Organizations can truly focus on “best practice applications” because they will be specialists in what they provide.
Employees will become job, occupation and business driven. Employees will keep their benefit providers as they move from one organization to another. Individuals will spend their time, money and effort on gaining only the knowledge and skills they need to stay productively employed and work at jobs for which they have the specific talent and desire. They will in essence be independent contractors getting paid for what they do best.
The new smaller, agile and focused organizations will be a more acceptable fit for the 65 million “Y” generation individuals as they assimilate into the workforce. The “Y Generation,” “Millennials” or “Echo Boomers,” those born between 1980 and 1995, see the world of work through a very different set of lenses than do the retiring “Baby Boomers” or “X Generation.” Fitting the young people into organizational boxes and then managing them will not work. Organizations must fundamentally rethink structure and provide coaching, learning, challenging, fast-paced and meaningful experiences for this new generation of American workers.
Successful young entrepreneurs and organizational leaders will emerge from the “Y” generation as they are eager to learn, confident, enjoy questioning the status-quo, like to work outside the dots, favor collaboration and teamwork and want to keep their career options open. As this generation seeks challenging work, mentors, and instant feedback, changes to accommodate them will be constant as they seek to enhance the work environment to fit their needs. The changes in the future workplace brought on by these new players will be more dynamic than at any other time in the history of the American workplace.
Collectively, these changes to the future workplace can not be taken lightly. “Niche organizations” will become a reality, “benefit packages” will be handled in a much more cost effective manner, and “age diversity” will be a major driving force for change. This will all combine to drive dramatic change in the future workplace.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
The Future Workplace - To learn more about this author, visit Roger Ingbretsen's Website.
Like this article? Share it with your friends
Looking at what is driving change provides a picture of the future. Words we use today such as agile, customer driven, fast, flexible, global, networked, team and knowledge-based, will continue to be the drivers of the future workplace. New concepts along with business, career and cultural necessities will also have a dramatic impact on how and where we work. Consider the following highly probable scenarios.
Organizations of the future will be “niche oriented.” The implications of this will be very lean organizations containing mainly or even exclusively only those individuals who possess the talent, skills and ability required specifically for their business niche. All jobs not tied directly to their product or service, will be outsourced.
As an example; traditional departments such as Human Resources, Training, Accounting, Information Technology, Public Relations, and Logistics will no longer be part of a manufacturing company. Banks will only hire finance people; stores will only hire sales people, trucking companies’ only drivers and airlines only pilots. Most if not all “support functions” will be outsourced. In some cases even the finance, sales, drivers, and pilots will be contracted out by the very businesses who consider these individuals to be key to their success.
Despite the angst surrounding outsourcing, it appears U.S. executives are well-satisfied with turning over nonessential business functions to outside providers. A survey by Capgemini reveals that nearly 73 percent of U.S. companies plan to step up outsourcing activities in coming years, with about 23 percent stating a preference to outsource "a broad range of functions and processes" that do not reflect core business activities. The survey of 288 executives found that most lauded outsourcing as a way to zero in on core business issues (57 percent), improve process speeds (56 percent) and provide immediate cost savings (56 percent).
Organizations will “no longer be in the benefit business.” Employees will be offered X dollars to purchase life/disability insurance, healthcare, childcare, education and other benefits from “outside providers” to fit their particular needs. Individuals will also be contributing to a 401k or equivalent retirement plan of their choice, rather than one selected by the organization.
Small to mid-size organizations will be formed to provide services being outsourced by the niche driven organizations. In many ways everyone benefits from this scenario. Economies of scale and expertise are leveraged by the “new niche providers.” Outsourcing eliminates the challenge of recruiting, hiring, training and retaining a large workforce not specifically dedicated to the product or service offered by the organization. Organizations can truly focus on “best practice applications” because they will be specialists in what they provide.
Employees will become job, occupation and business driven. Employees will keep their benefit providers as they move from one organization to another. Individuals will spend their time, money and effort on gaining only the knowledge and skills they need to stay productively employed and work at jobs for which they have the specific talent and desire. They will in essence be independent contractors getting paid for what they do best.
The new smaller, agile and focused organizations will be a more acceptable fit for the 65 million “Y” generation individuals as they assimilate into the workforce. The “Y Generation,” “Millennials” or “Echo Boomers,” those born between 1980 and 1995, see the world of work through a very different set of lenses than do the retiring “Baby Boomers” or “X Generation.” Fitting the young people into organizational boxes and then managing them will not work. Organizations must fundamentally rethink structure and provide coaching, learning, challenging, fast-paced and meaningful experiences for this new generation of American workers.
Successful young entrepreneurs and organizational leaders will emerge from the “Y” generation as they are eager to learn, confident, enjoy questioning the status-quo, like to work outside the dots, favor collaboration and teamwork and want to keep their career options open. As this generation seeks challenging work, mentors, and instant feedback, changes to accommodate them will be constant as they seek to enhance the work environment to fit their needs. The changes in the future workplace brought on by these new players will be more dynamic than at any other time in the history of the American workplace.
Collectively, these changes to the future workplace can not be taken lightly. “Niche organizations” will become a reality, “benefit packages” will be handled in a much more cost effective manner, and “age diversity” will be a major driving force for change. This will all combine to drive dramatic change in the future workplace.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
The Future Workplace - To learn more about this author, visit Roger Ingbretsen's Website.
Like this article? Share it with your friends
| |||
 |
No article feedback found. | ||
|
Leave Your Feedback | ||
|
|||
 “Symptoms That Confirm Your Decision To Look For A New Job, From Your Strategic Thinking Business Coach”
| |||
| I have heard that people leave or fire management, not the company where they worked. And you probably have heard people say they love what they do but hate where they work. There are many things occurring in toda... |
|||
|
The Third Deadly Workplace Sin: Anger
| |||
 Recently, I read an article from Careerbuilder.com about the Seven Deadly Workplace Sins. Last time, I gave you my take on Envy. Today, it’s all about Anger. |
|||
|
When women leave the workplace
| |||
 Many women who leave the workplace to raise children become isolated and depressed. As you might have read in my article in Reader's Digest, my friend Jennifer is different. She realized that having a community, pre... |
|||
|
Crossing Boundaries With Mentoring
| |||
| A mentoring program helps to erase the imagined boundaries between members of your staff and creates a work environment that everyone will be able to benefit and grow. With a mentoring program in place, workplace di... |
|||
|
“Strategic Business Tips On How To Achieve Civility In Today’s Workplace, From Your Strategic Thinking Business Coach”
| |||
| Today’s workplace is very dynamic, sometimes very stressful, and too often not very civil. We certainly observe the lack of civility in the workplace with people calling each other names, engaging in personal attac... |
|||
| |||
Michel NerayMichel Neray has over 25 years of experience as an award-winning copywriter, an Internet pioneer, a tradeshow pitchman and a senior sales and marketing executive. An online pioneer, he was one of the first marketing professionals to embrace the Internet by building websites as early as 1993. In 1994, Michel co-authored a book entitled "The Great Crossover: Personal Confidence in the Age of the Microchip", which made it to Jack Canfield's Achiever's Recommended Reading List. Michel founded Portfolios.com in 1995, the world's first online source directory for creative professionals and one of the first websites based on community generated content. Since creating The Essential Message in 2003, Michel has helped thousands of independent professionals and entrepreneurs as well as growing corporations find a better way to differentiate, position and brand themselves. In 2005, his chapter "Everything Starts With A Conversation" was selected as the lead for the book, "Sales Gurus Speak Out" and re-published in 2008 for 'Awakening The Workplace Volume 3'. He is also a co-author of "In the Company of Leaders" (2008) with 40 top North American leadership experts. - Visit Michel Neray's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
 Roger Ingbretsen (Visit Roger's Website)
|  |
 |
|
|
 |
|
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
 |
 | ||
 |
||
 |
||
 |
||
|
| ||
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 |
 The Leadership Edge Speed Business Networking Articles Drive Traffic Top Author Mistakes Warning Signs Checklist |
|
 | ||
 |
Top 50 HR Blogs 2009
Top 50 HR Blogs 2009 | |
 |
Guide To ERP Software
Business Management Software | |
| ||
 |
|
|
|
|
||||||||||||||||||
 |
|
|
||||||||||||
