Why do we call it transformation when we should call it disruption?
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The labor market playing field has become completely global and hybrid, making it possible to design new organizational models with greater scope and complexity by leveraging these elements. If you can do your job from anywhere in the world, anyone in the world can do your job.”


Javier Vidaurreta – People Country Lead Spain - WPP


Although we live in a continuous process of transformation, we are facing a series of disruptive changes, which modify the rules of the game and our vision of business. According to 81% of the more than 500 participants in this study, the transformation of their business models is already happening.


We are basically facing two forces of transformation: on one hand, everything to do with technology/automation/digitization, and on the other hand, its impact on customer/consumer expectations, habits, and behaviors. These two forces force us to constantly rethink our business and do it “from the outside in”, while forcing us to keep a constant focus on innovation. To achieve all this, businesses require different organizational capabilities and talent than more traditional businesses.


Our research into the elements that “trigger” transformation and the capabilities needed to succeed in transformation shows us:


Main Causes of Transformation
(Ordered by Level of Importance)
 

Key Capabilities to Address New Business Models
(Ordered by Level of Importance)


1. Multiple Technology Platforms
2. Changing Consumer/Customer Habits
3. Process Automation
4. Improving Customer Experience
5. Cost Optimization

1. Flexibility and Adaptability
2. Creativity and Innovation
3. Transformational Leadership
4. Talent Attraction and Retention

“Intellectual restlessness and exploration of new businesses and new ways of doing things. Flexibility is the key to success. The CEO himself has become an extremely communicative, strategic, and people-oriented leader. An inspirational leader who transforms the culture.”


Antonio Ferreira – Human Resources Regional Director, Latin America - EPSON


Finally, and if anything has changed significantly as a result of the inexcusable global demands of working remotely during the Covid-19 pandemic, it is the experience of working through more flexible formulas, which have become an essential part of the expectations and desires of talent with the ability to choose, and about which this study shows an almost unanimous commitment to hybrid working models, the managers who collaborated in the project see the future of work in their companies this way:


1. Hybrid models, 87%
2. 100% face-to-face models, 6%
3. Hub&Spoke models, 2%
4. 100% Remote models, 2%


The overwhelming support for hybrid models that combine personal interaction with the flexibility of remote work is consistent with a focus on cultures that facilitate creation and innovation, in which personal interaction is important for thinking, ideation, and contrast.


Microsoft WorkLab2 already predicted in 2021 the high expectation of flexibility among professionals, showing that 66% of companies were in favor of implementing hybrid work models, and that 46% of workers said they would be willing to leave their jobs if they could not work remotely.