Redesigning work for greater human centricity 

Creating human-centred organisations requires that we rethink how we design and organise work at the most fundamental level. 

This chapter of The Human-Centric Enterprise, developed by Mercer and Thinkers50, explores the idea of deconstructed work in a shifting global economy as leaders challenge old norms and build more human-centred organisations. Ravin Jesuthasan delves into two significant drivers of this transformation: digitalisation and the democratisation of work. He addresses tectonic shifts in technology, the rise of AI and the decoupling of work from its traditional confines of space, time and structure.

How must leaders adapt in order to lead a new human-centric work operating system? 

As work evolves from fixed to flex to flow models, five new capabilities are required to lead in a new human-centric workplace; moving from:

  1. Hierarchical authority to empowerment and alignment
  2. Technical to humanistic work automation
  3. Episodic to continuous focus on DEI
  4. Digital savvy to tech fluency
  5. Process execution to project guidance
How will we redesign work to enable talent to flow to it as seamlessly as possible while enabling its perpetual reinvention? And how will we re-envision the talent experience to meet people where they are and on their individual terms?

A conversation with Ravin Jesuthasan

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