2030未来工作_人才、人工智能与变革领导力的执行策略.pdf

1、Future of Work 2030Executive Strategies for Talent,AI&Change Leadership2Summary Change leadership in the era of AI digital transformationChange leadership in the era of AI&digital transformation4Leading through a Seismic shiftLeading through a Seismic shift5566 Redesigning organizational structure f

2、or speed alignmentRedesigning organizational structure for speed&alignment88Organizational designOrganizational design99 Future-proofing talent:planning,development leadershipFuture-proofing talent:planning,development&leadership12121313Transformational LeadershipWalking with your teams through chan

3、geWalking with your teams through change Talent planning developmentTalent planning&developmentRapid advance transformationRapid advance transformation101014 Building an agile,insight-driven cultureBuilding an agile,insight-driven culture1616Building a culture of curiosityBuilding a culture of curio

4、sity17171818Practice in actionPractice in action77Practice in actionPractice in action1515Practice in actionPractice in action1111Practice in actionPractice in action12343IntroductionWorkplace trends:How to prepare for 2030&beyond As Generative AI technology takes a front seat in strategic conversat

5、ions,the leaders of today and tomorrow are focused on designing agile organizations and building skilled workforces capable of championing digital transformation,driving innovation,and thriving amid constant global disruption.To position your business to succeed in the next few years,it will be impo

6、rtant for leaders to address 4 areas:Whether your organization is upgrading digital platforms,experimenting with AI tools,or embedding robotics into your manufacturing processes,new ways-of-working and new expectations of leaders continue to unfold as organizations leap forward with accelerated chan

7、ges.Change leadership in the era of AI digital transformation1.Change leadership in the era of AI&digital transformation2.Redesigning organizational structure for speed alignment2.Redesigning organizational structure for speed&alignment3.Future-proofing talent:planning,development leadership3.Future

8、-proofing talent:planning,development&leadership4.Building an agile,insight-driven culture4.Building an agile,insight-driven culture401.Change leadershipin the era of AI and digital transformationWhether its a footnote in a business units strategy or the north star of a multi-year initiative,the gen

9、erative AI and digital revolution demands skilled,strategic change leadership.5Leading through a seismic shift in how we work.Generative AI is reshaping the workplace so profoundly that change leadership may no longer be enough to describe the leadership required.Doomers,gloomers,zoomers and bloomer

10、sReid Hoffman(tech entrepreneur,author and venture capitalist)coined the terms doomers,gloomers,zoomers and bloomers.“Doomers think AI is an existential threat that should be stopped.Gloomers believe its an inevitable march toward job loss and human displacement.Zoomers are excited and want to hit t

11、he gas pedal,full speed ahead.And bloomers are cautiously optimistic,driving forward while tapping the brakes.”Hoffman is a bloomer,by the way.(Basiouny,2025)Where do you stand?How about your leaders?49%Nearly half of tech leaders(49%)say AI is now fully integrated into business strategy.However,jus

12、t 30%say it is fully integrated into operations”.(Marr,2025).40%“Nearly 40%of jobs globally will be impacted by AIas high as 60%in advanced economies”.(Ospina,2024)63%63%of employers identify skill gaps as the biggest barrier to business transformation.(Battista et al.,2025)C H A N G E L E A D E R S

13、 H I PHighThe road to changeAt the company level,according to BCG,“only 10%of companies have mastered how to scale GenAI to create value.”(Luther et al.,2024)It is no question that this is an exciting time and a time of great disruption.Successfully moving your teams from opportunity to reality on G

14、enAI,Digital Transformation,or other strategic shifts takes expert change leadership throughout the lifecycle of the project.HighLowHighLowPerceived Impact OptimismAdapted from article text(Basiouny,2025)DoomersZoomersBloomersGloomersAI Sentiment6Adapted from the Kbler-Ross Change CurveEveryone navi

15、gates change at their own pace.As leaders,your role is to support individuals and empower teams throughout the transition.As a partner in helping companies through change,we see the benefits of a holistic approach to change leadership.While change leadership is owned by the business,you may want hel

16、p on the larger initiatives or when your internal team is full-out.Your change partner should be doing 2 things in parallel:Bringing change expertise to ensure a strong plan&successful transition.Teaching your team to govern the process,hold people accountable,and lead change effectively by building the capability to handle future shifts with confidence.Organizational change evaluationPersona-based change impact assessmentIntegrated,overarching change roadmap123Our Prosci-certified Change Practi