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I imagine a future where

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the organization is very technologically driven,

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many decision making processes will be automated,

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where data from ecosystems

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is fed through learning algorithms,

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is fed through automated decision making systems,

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and the human hierarchy has gotten out of the way in

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relation to those autonomous learning loops.

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But the humans will be overseeing the algorithms.

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The way companies are organized today is

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still a reflection of Taylorism,

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you know, the organization as a machine,

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with employees being the proverbial cog in that machine,

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and managers as scientists basically.

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But in an increasingly digital world

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that model breaks down completely.

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Any type of work where you could see employees,

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like as cogs in a machine,

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will soon really be done by robots,

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it will all be automated away.

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And so the type of work that is going to be left is

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the work that requires judgment,

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ethics, creativity, teamwork.

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The imaginative powers of people

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will be extraordinarily important,

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and that's what we need to train and encourage,

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and we need to redesign

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and rethink our organizations accordingly.

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The world is getting faster and more complex,

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so we need a new way of working.

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A way that creates alignment around purpose

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that takes our bureaucracy,

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and that truly empowers people to make decisions faster.

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Learning to work in teams

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is going to be increasingly important.

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We want these teams to be fast, flexible and creative,

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like mini startups.

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But to get there,

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we need these teams to feel empowered and autonomous.

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So to help an organization to transform

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to new ways of working,

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we obviously need to do more

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than just putting in place the new structures.

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And it also really is about enabling the people in

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that organization to adapt these new ways of working.

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Technology is really important,

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but the acquisition of technology guarantees nothing.

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We really need to harness technology.

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And I believe that the,

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one of the highest impacts of technology

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will be that it will mean

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that in the future companies will be competing on

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their rate of learning.

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Now these learning organizations

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will need to ask questions like,

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"What do the humans do,

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what do the machines do,

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how do the machines and the humans talk to each other,

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and how do the humans get better at

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what the humans should be doing?"

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The most successful recognition systems

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I have seen in companies today are

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based on feedback loops that expose people directly

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to the consequences of their actions.

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Gratifying when they do well,

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penalizing when they don't do well.

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And these feedback loops are

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intrinsically embedded in the work processes.

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These are becoming increasingly important for

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organizational effectiveness

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because the world is becoming more complex.

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So I think in the war of talent,

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we're well beyond salaries as being the primary vehicle

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to both attract and then motivate employees,

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especially with younger generations.

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Employees are really looking for ways to be challenged,

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to experience new things,

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to develop,

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to realize their potential.

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Of course, an important part of that is

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what are they gonna learn,

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what opportunities are they going to have

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to stretch their own experiences

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and set them up for the future?

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In our economy today,

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the speed of competition is accelerated.

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Businesses are changing so fast,

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that keeping up requires,

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not just businesses to move quick,

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but the employees to move quick.

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An important part of that is,

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of course, employees learning

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and learning quickly,

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and having learning systems

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that actually enable employees to

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have the foundational skills to be able to

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adapt more quickly.