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New approaches to work increase the role of project-focused teams, the gig-economy, freelancers, and micropreneurs. A transformation in the organisation of work approaches us and it is expected to be large and varied with different trajectories. The transformation will include new leadership styles and steer decision-making processes toward more responsibility, co-determination and empowerment of workforces. Also, new organisations of tasks within companies and global networks through project-focused approaches to operations is leading to more self-responsible project teams, as well as a gig-economy work, with an increase in freelancers and micro entrepreneurs. There is an increase in spatial (mobile/remote working) and temporal flexibility of work based on technologies, such as communication technologies, sensors, 3D printing and remote servicing and maintenance, which have a regional dimension –therefore coming with impacts on the location of production and workforces. New ways of working, i.e. new organisations at work and working practices are driving company decisions at all levels, including by affecting sustainability values - which are becoming more relevant for the attractiveness of the company as an employer. In addition, they affect the commuting intensity of a workforce, as well as the location and space-intensity (offices) of company sites. With telecommuting, flexible schedules and the increasingly wired (and wireless) world, the boundaries in and outside of the workplace have become increasingly blurred – and employee demands are growing. Research has shown that remote working could save 18 billion road kilometres, thus cutting emissions, in addition to less paper and plastic usage and in some instances reduced power consumption. The tasks of Human Resources and related job types will become more important, e.g. to enable the workers to work self-determinedly and be responsible for projects remotely. Team development and team building needs emerge. Flexible Workplace speaks to the prevalence of less rigid work arrangements that afford employees greater freedom in the execution of their employment obligations. Such arrangements may include remote and virtual work, flexible work schedules, unlimited leave, or a combination of these elements. The pandemic accelerated this trend out of necessity but it remains fairly limited to a minority of higher-earning professionals, and it remains to be seen how organizations and offices adapt in a post-COVID world.

New organisations of work

KEY TRENDS

New organisations of work