Organizing for the future Mc.Kinsey Company. Platform based talent markets help put the emphasis in human capital management back where it belongson humans.ZJzTjXPuaIY/VjCnFpXmu7I/AAAAAAAAdGM/d6C80GLdg2o/s640/screen-shot-of-3x5-cards.jpg' alt='Best Software For Organizing A Novel' title='Best Software For Organizing A Novel' />The best way to organize corporationsits a perennial debate.But the discussion is becoming more urgent as digital technology begins to penetrate the labor force.Although consumers have largely gone digital, the digitization of jobs, and of the tasks and activities within them, is still in the early stages, according to a recent study by Mc. Tekla Structures V19 X64 Bit . Kinsey Global Institute MGI.Even companies and industries at the forefront of digital spending and usage have yet to digitize the workforce fully Exhibit 1.Exhibit 1. The stage is set for sweeping change as artificial intelligence, after years of hype and debate, brings workplace automation not just to physically intensive roles and repetitive routines but also to a wide range of other tasks.Best Software For Organizing A Novel' title='Best Software For Organizing A Novel' />We rank the best writing software with sidebyside comparisons.Read indepth writing product reviews and articles.Compare features, prices and browse hundreds of.Spreadsheets are some of the best book writing software for planning a book.Heres how to create a beat sheet to outline a novel in Google Sheets.Free writing software designed by the author of the Hal Spacejock and Hal Junior series.Writer5 helps you write a book by organising chapters, scenes, characters.Best Software For Organizing A Novel' title='Best Software For Organizing A Novel' />MGI estimates that roughly up to 4.For more, see Four fundamentals of workplace automation.This coming digitization of the workforceand the powerful economics of automationwill require a sweeping rethink of organizational structures, influence, and control.The current premium on speed will continue, to be sure, even as a new organizational challenge arises the destabilization of the way people work.Read more about Organizing for the future.From bedrock to quicksand.The threat to organizational health is plain.As we argue in Agility It rhymes with stability, the hallmark of an agile age is the ability to be stable and dynamic, allowing incumbents to make the most of their big company advantages, while simultaneously keeping pace with quicker moving disruptors.Like old masonry buildingssuch as the Muse dOrsay in Paris or the Asian Art Museum of San Franciscothat have new glass and steel added to their existing structures, todays leading companies must integrate the contrasting elements of stability and speed to create a more functional, modern whole.Mc. Kinsey research shows that bedrock aspects of stabilityworkers roles and the processes that support themare the first and fourth most important factors, respectively, differentiating agile companies from the rest.What happens when these roles and processes suddenly turn to quicksandMost of the organizational ideas of the last half century or more have taken for granted the underlying building blocks of jobs and the way people work, both individually and together.Automation can devastate these assumptions by disaggregating jobs into their component tasks and subtasks and then hiving off those that can be automated.It will force companies to figure out how to reassemble the remaining tasks into something that makes a new kind of sense, even as it reconceptualizes the very idea of what a job is.The early stages of these efforts may already be visible as organizations free highly specialized knowledge workers from mundane tasks.The most talented surgeons at one cardiac hospital, for example, perform only the heart surgery itself, while more junior staffers handle pre and post op procedures a similar redesign has helped lawyers on the partner track and school administrators make the most of their scarcest skills.Once roles and tasks are sorted out, the newly constructed jobs that result must be reaggregated into some greater whole, or box, on the org chart.Those boxes then need a new relation to each other.Will the destabilization of jobs prove powerfully liberating to organizations, making them far more agile, healthy, and high performing Or will it initiate a collapse into internal dysfunction as people try to figure out what their jobs are, who is doing what, and where and why Regaining stability.The answer may depend on the ability of corporate leaders to restabilize the workforceand to reconceive organizational structuresby using the very same digital technologies that have destabilized it in the first place.How can they do so No doubt, at this early juncture, many possibilities exist.One intriguing approach might work as follows first split multifaceted jobs into discrete tasks, automating some and determining what can be done more effectively by humans.Then match those needs with the employees who can meet them, where they are, and when theyre available.Finally, introduce a market clearing mechanism to tie everything together.Executives have long dreamed of organizational market mechanisms that could mobilize talented people for their best opportunities.But these have proved difficult to achieve at scale.They may be more feasible now, though, thanks to digital workforce platformssoftware layers that help executives allocate collections of workers skills against a wide array of projects and processes.Companies can deploy such a platform even as they lower overhead costs and improve their responsiveness and flexibility.These new platforms, as we will see, may provide a novel form of organizational structure, but they wont restabilize the workforce in and of themselves.Companies must also be careful to account for the more permanent aspects of their employees working lives, such as the business segments they know best, their functional areas of expertise, and the geographies where they live.As digital workforce platforms remake organizational structures, these more enduring homes will provide a key aspect of stability.More important, a dynamic internal market, in which the most talented and sought after workers receive the highest compensation, helps people find new and more meaningful ways to commit themselves to their roles, even as the organization finds new ways to assess, develop, and reward them.The combination of platforms, markets, and deeper engagement with digitally enabled workers holds appealing implications for managing human capital.That means not just allocating talented people effectively and efficiently, which is alluring enough in itself, but also freeing employees to focus on the more meaningful parts of their roles, as machines take over those that can be automated.Managers can benefit as well, by getting out from under the burden of appraisals, which will be redefined and multisourced on the workforce platform, so they can focus more on the development and professional growth of their direct reports.All this, to be sure, must carefully sidestep an obvious pitfall reflected in the current anxiety about a new kind of digital Taylorism, which, rather than freeing employees to pursue greater meaning and purpose, would chain them to more highly controlledand controllingapproaches to work.Done right, however, platform based talent markets can help put the emphasis in human capital management back where it always belongedon humans.Think platform, not structureWorkforce platforms are therefore likely to provide considerable stability in changeable environments.Agile companies tend to have more fluid structures, in which day to day work is organized in smaller teams that often cut across business lines and market segments.Platform based talent markets might provide a solid structure to help supplement and even replace traditional hierarchies.They could also greatly alter how matrix organizations work.As the old view of hard and dotted lines begins to fade, companies might choose to group employees by their strongest activities and skills.From this functional home, they could be rented, via a talent market, by business line and project leaders.The result would be at once more stable, since employees would be associated with familiar homes, yet more dynamic, as platform based talent markets would help companies to reallocate their labor resources quickly when priorities and directions shift.What is a platformPlatform is one of those loosely used words that often lack a specific definition.Broadly speaking, digital platforms are software layers that gather and synthesize large volumes of data to make digital services available and accessible on various devices.They help define the rules and the way work gets done, while better coordinating activities and lowering interaction costs.The best kind of platform invites the involvement of diverse participants, some of whom build their own offerings, tools, and applications on top of it.In practice, platforms typically take the form of a website, app, or other digital tool that connects different types of users.
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