I feel like most of these are tasks not roles (and have too much embedded AI hype vs. real value creation) but I appreciate you taking the time to lay out a framework even so. This bit I fully endorse - "For example, one of the most crucial shifts required is moving from a time-based performance model to an output-based one. This transition is not just a matter of changing metrics; it represents a fundamental reimagining of how we value and measure work. " -- this shift is going to be material b/c until we get this right we are going to continue to misvalue the human side of the equation. Simple example. Today "size of org" (or span of control) is used as a proxy for level.
Thanks Meg, I agree. The Work Designer in 2025 has more options. From the tasks that need to be done - will they become roles and jobs, will they be performed in 'the black box', or are they merely just activities for current managers to do with new tools? Will we see different types of organisation structures emerge from this?
You guys are getting closer to the crux of things. But I still don't understand how 'HR will be more important than ever.' I feel like I am in the matrix when I see these sorts of proclamations. What's the direct line? How and why is this so fundaemnatlly true to your thesis?
I feel like most of these are tasks not roles (and have too much embedded AI hype vs. real value creation) but I appreciate you taking the time to lay out a framework even so. This bit I fully endorse - "For example, one of the most crucial shifts required is moving from a time-based performance model to an output-based one. This transition is not just a matter of changing metrics; it represents a fundamental reimagining of how we value and measure work. " -- this shift is going to be material b/c until we get this right we are going to continue to misvalue the human side of the equation. Simple example. Today "size of org" (or span of control) is used as a proxy for level.
Thanks Meg, I agree. The Work Designer in 2025 has more options. From the tasks that need to be done - will they become roles and jobs, will they be performed in 'the black box', or are they merely just activities for current managers to do with new tools? Will we see different types of organisation structures emerge from this?
You guys are getting closer to the crux of things. But I still don't understand how 'HR will be more important than ever.' I feel like I am in the matrix when I see these sorts of proclamations. What's the direct line? How and why is this so fundaemnatlly true to your thesis?