Agility 2.0 needs Workforce 2.0: Preparing for the Future of Work
An agile and adaptable workforce is one that is able to quickly respond to changing market conditions and stay ahead of the competition. To achieve this goal, companies need to embrace a new set of principles and strategies: what we’re calling Agility 2.0.?
But agility needs Workforce 2.0 to come to fruition, which emphasizes the need for the development of flexible work models and flexible workers who can thrive in a rapidly changing environment.?
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Let’s jump into some of the core ideas we explored surrounding Agility 2.0:?
Agility 2.0 needs Workforce 2.0? ?
In this ‘BANI’ (Brittle, Anxiety-inducing, Nonsensical and Incomprehensible) world, risks are getting harder to predict. Cyber, climate, digital, and people risks – to name a few – are combining in new ways. And our memories are short, which doesn’t help us to take past learnings forward and plan ahead. Case in point: in the last ten years, executives have predicted ‘risk of a pandemic’ twice, according to the @World Economic Forum’s Global Risk Report; once the year after the Ebola outbreak and once the year after Covid. This year, ‘risk of a pandemic’ didn’t make the top 10 globally. Clearly, it’s still a challenge to anticipate diverse risks and agility without anticipation is really just fire fighting. Something we’ve all had to do too much of lately.?
We all know that agile ways of working can create capacity in our system to better respond to risks, and bring efficiency as businesses more effectively flow talent to work. Now, Agile is not new. But Agile 1.0 struggled to succeed for a number of reasons, including:?
So, how does Agility 2.0 change things?? ?
If Agile was lacking from its inception, we need a new model. Agility 2.0 needs to reflect the fact that what was once stable is now unpredictable, that resources are stretched and people are exhausted, and that we have this challenge with predictions and anticipation. But by taking the learnings from Agility 1.0, businesses can strike the right balance.?
Things to consider include:?
When designing Agile 2.0, keep these Truths in mind:? ?
We need to stop ‘doing’ agile and instead learn to ‘be’ agile. This rests on the people in our workplaces and the work operating model that supports their activity. After all, success will depend on workforce energy and their ability to run with the agility agenda. With that in mind, there are some fundamental truths to remember:?
People’s relationship with work has shifted. Employees today want to work with their employer, not for them, while maintaining growth in their work and personal lives and feeling they are part of a broader mission. Hello contributors, goodbye employees needs to become our mantra. This is a shift compared to what we at Mercer called the ‘engagement contract ’, which dominated workplaces pre-Covid.?
Many contributors believe that it doesn’t pay to stay – that it is often better to switch jobs than stay with their employer. And if we consider the differences between new joiner pay and stayers’ pay in non-union countries, they might be right. We’ve also seen a rise in strikes and calls for higher pay and headcount. The annual outside-in pay models of the past are not nuanced or sophisticated enough to reward agility.?
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People are increasingly stressed out, burned out and quietly quitting. In response, businesses need to be intentional about assessing capacity and employee energy to ensure their talent pipelines are not brittle. As architects of the future of work, businesses will need to adapt to the new rhythm of work, re-evaluate and evolve pay models, and create healthy, sustainable organisations.
Moving forward with Agile 2.0? ?
If businesses get the above fundamentals right, then, they can be comfortable that they’re ready for Agile. But what does that actually look like in practice? When we look at what needs to change between Agile 1.0 and Agile 2.0, we see the following trends:?
Therefore, to deliver value efficiently, this new breed of agile methodologies will need to be principle-centred, flexible, and organisation-wide. ?
A new model for Agility:?
Leveraging talent agility ? ?
Getting the foundations right is essential to fulfil the promise of Agile 2.0. At Mercer, we see leading businesses responding by:?
Our research shows there are three agility levers that have an outsized impact on an organisation’s agility, allowing companies to quickly adapt to new challenges and market conditions. These are:?
Leaders in this space are already:?
We believe that, by focusing on these three levers, companies can become more agile and better equipped to succeed in the years ahead. To achieve this, businesses will also need to create a culture of trust, accountability, empathy and equity, while being guided by their North Star. Having the right enabling culture and a purpose that speaks to all stakeholders grows in importance as we test new work models and processes. ? ?
As the world of work evolves and AI is further embedded into our businesses, companies must be prepared to adapt and change quickly. By embracing Agility 2.0 and Workforce 2.0, we’ll see the emergence of teams of highly skilled and nimble professionals who are able to thrive in a rapidly changing environment.?
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That was a whistle-stop tour of what can move the needle on Agility. If you want to hear more about the thinking behind these topics, drop me a line or check out the new book #WorkDifferent, which I wrote with my colleagues Kai Anderson and Ilya Bonic : https://www.mercer.com/insights/people-strategy/future-of-work/work-different-10-truths-for-winning-in-the-people-age/ ?