The newfound focus on better (or ideal) business outcomes is a robust tenet of the Future of Work. By focusing on desired end results and “what” exactly enterprises hope to achieve in the decade ahead, businesses can harness predictive intelligence (like artificial intelligence or machine learning), structure better organizational experiences, and ultimately improve the overall path to optimizing all aspects of “work.”

What, then, is the role of non-technological, human-led strategies in the Future of Work? Well, the very transformation of business strategy hinges on the convergence of human-led thinking and innovate outlets of innovation:

• Developing a “stronger” business culture that promotes diversity and inclusion. As stated in Ardent’s Future of Work and contingent workforce management (CWM) research, diversity is a core facet of the evolution of talent. However, the impact of diversity can be extended into other areas of the business through the development of an inclusive culture that is open to new voices and new types of thinking. In order for businesses to manage the major shifts happening in the greater global marketplace, they will require innovative ideas from all sources within its workforce, its leadership, and its organization.
• Total workforce management: from myth to reality. In 2019, 41.5% of the average workforce was considered non-employee (including independent contractors, temporary workers, gig workers, professional services, etc.). Today, that number hovers near 43%. As that figure approaches 50%, businesses will eventually realize that “total workforce management” (also known as “total talent management”) will become a necessity due to the fact that the enterprise workforce will rely equally on both FTEs and contingent talent. Total workforce management follows the programmatic means of acquiring and managing all types of talent under one centralized and standardized initiative by blending procurement, CWM, and HCM capabilities, systems, and competencies. Although total workforce management has long been considered a “myth” in the eyes of many, its “reality” is not that far off.
• Flexibility becomes the new workforce and business standard. Flexibility is not just a desired state of work for today’s talent, it is also an effective means of fostering a dynamic workplace environment that is brought together by unified communications and remote, project-based teams. Flexibility translates into “getting work done no matter the location” and promoting non-rigid thinking in how that work gets done. As new generations enter the workforce, they will crave flexibility in how, when, and where they work.
• The “age of intelligence” makes its impact. Data is modern-day gold for organizations. Data, and the perceptions gleaned from it, can be incredibly valuable and help businesses pivot to better business outcomes. This “age of intelligence” has come to bear, with concepts like data science leading today’s businesses to extract critical insights through multi-layered algorithms, data extraction techniques, and unique scientific methods. The power of data science is a key contributor in understanding how to make better decisions for tomorrow based on the insights of today.
• Integrating human-led expertise and technology-led automation. The job elimination long threatened by the emergence of AI, including RPA, is often exaggerated. These discussions are often predicated on fear and a lack of understanding of how these technologies currently impact the world of work. By integrating human knowledge and expertise with AI capabilities, businesses can harness the power from two distinct worlds for a blended and strategic approach towards ensuring high-quality work. The thought here is incredibly simple: the power of augmentation via AI and robotics, in the hands of human workers, can boost the overall strategic value of any project or initiative. Tactical tasks are finished or completed in less time, and the human mind will have its opportunity to do what it does best: think.

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