Redesigning work for agility and resilience

The onset of COVID-19 solidified agility as the ultimate

differentiation between the enterprises that will thrive

and the ones that will barely survive. To achieve

Continuity amidst unprecedented disruption,businesses

needed to tear down silos, retire old operating models,

and turn talent management strategies upside down.

All signs suggest that these aren’t temporary changes. In

fact, they’re part of a new work order. Disruption will be

a constant in our post-pandemic future. Businesses will

encounter an emerging set of challenges that includes

supply chain disruptions, talent shortages, and evolving

consumer demands.

Rather than relying on outdated operating models,

organizations must embrace new ways of working to

keep pace with our new world of work. But what will

these frameworks look like? To answer that essential

question, we invited industry analyst Josh Bersin to

discuss the tools and strategies that enterprises must

embrace to unlock the agile ways of working that our

next chapter demands. This means we have to figure out how to create a more

responsive HR function and a more responsive company.

What we need to do is to think about the design point

for all of your talent practices: about moving from being

responsive to being resilient. From being efficient to

being adaptive. We have to figure out how to move more

quickly because business depends on it.

Managing people is complex, and so how we deploy

people, how we move people, how we train people, and

how we skill people are now the lifeblood of the company.

Even more so in this crisis. And so what we’re learning

from the fourth industrial revolution and all this worry

about AI is that the “people part” of the company actually

still is the most important part. And so if we can’t build

more adaptable, agile talent models, we won’t be able

to keep up.