Work needs a base camp
Humans have always had an innate drive to explore the unknown and share their adventures. Whether they were setting off to the furtherest reaches of the Earth, climbing the highest mountains or venturing into space, our explorers have enabled us to imagine an existence based on their discoveries. On their return, we have built ports, base camps and even space stations — allowing their expeditions to be shared and repeated.
The digital age has given us new frontiers to explore and share. With rapidly evolving work environments, we continue to explore what a coexistence with machines will be like.
Over the past decade, forward thinking companies have been sending out their best visionaries to explore the possibilities of new work. Locked away in startup land, innovation labs or special internal initiatives, they have been experimenting and discovering. These new work explorers (sometimes called changeagents, innovators or intrapreneurs), have returned to share and connect their stories, ideas and possibilities within their companies.
Work now needs a base camp, a place for companies to find guides, acclimatise and set direction, and a place for the explorers to convene, learn the terrain and initiate their adventures, allowing the expeditions to be shared and repeated.
There are currently two sides in the future work landscape. One that consists of the new work explorers, declaring the end of work as we know it. Sharing stories of a utopia of flat structures, engaged workers, responsive leadership and a renewed humanistic, socially responsible workplace. The other side consists of workers and management entrenched in traditional hierarchies, cumbersome processes and best practice, in the race to be faster, cheaper and more efficient.
Technology and automation has exposed an opportunity to cross the chasm and build a bridge to a new frontier of work. With automation increasingly replacing the jobs that thrived in traditional structures, the jobs that remain are doing best in the networked utopia discovered by our explorers.
Rather than detonate the traditional hierarchy, a hybrid organisational model is emerging, with the two structures working in unison. Task-orientated, process driven work remaining in the traditional structure, and innovative, collaborative work rapidly moving into the networked structure.
Traversing the network
As connected work shifts into the mainstream, it is no longer sufficient for companies to send out small exploration teams and cater only to the early adopters. Companies must look to build bridges and enable connectors throughout the company to traverse the network.
Rather than set off on these transformations alone, connected work needs a base camp where expeditions can be shared and repeated. A place to coach and enable connectors. A place with guides, resources, knowledge and people, working connected within a network. A base camp where we enable the shift, build our bridges and finally work in the future.
Connectle is the place to inspire and motivate innovators, professionals and companies to develop the practice of connected work.
Join our basecamp at http://www.connectle.com