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Work life in 2030: The employer of the future
The company of the future lacks a clear hierarchy, but is rather organized similar to a social network. A small core of its own employees will be supported with external collaborators working from all over the world.
As explained in the previous article about the future of employment, thanks to technology physical presence at the work place will become largely obsolete – in fact, in many industries it is already now. Also a large part of the tasks will be outsourced. Thus we won't see halls full of people starring into a monitors, but ecosystems of permanent and temporary employees, external contributors hired ad hoc and freelancers working for the company on a regular basis.
Some of these people will have a desk at the company office, some will work from home and others from the other side of the world. At least in near future intellectual work will increasingly be outsourced to high-technology centers such as Bangalore or Nairobi where working force is cheaper – similarly to the relocation of industrial production to developing countries in recent decades.
In other words complex cloud- and crowd-working based models will become standard. Today many brands especially in the software and entertainment industry already rely on fans and sympathizers to spread the message and create content around the brand. The crowd will become even more influential in the future and companies will reflect this by motivating their customers to engage, offering them more participation in decision making and possibilities to get rewarded for their involvement.
Companies thus need to learn to capitalize crowd competence, like hotel booking servers or certain media already do with the reviews and other content produced by their users. Generation Y is known to be able to involve itself voluntarily in projects it values, and more community products like Linux or Wikipedia will emerge. These will interact with the commercial sphere and lead to whole new business models.
Managers in leading positions will have to learn to orchestrate highly diverse teams spread in various time zones around the globe. It is a major challenge to companies to make sure employees and collaborators will feel comfortable working for them. As often as freelancers have to look for new employment, they choose for whom to work. Therefore the attractiveness of an employer will determine the competence of its team even more than this applies today. Thus the manager of the future is rather a communication expert with highly developed social skills than an official with financial expertise.
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