This step is often where leaders get wary, not wanting to upset the status quo, but it’s critical to make meaningful change. To reimagine their work structure is to start from a completely blank slate—not preserving the past for the sake of legacy.
But also, understand that what works for your organization might not follow other companies. Saying that a consumer goods company might require different organizing principles than an investment firm is not to say that either is incorrect—it’s to say that different businesses have different requirements. Employees can then match themselves with the companies that reflect their values.
“Within HR, we need to be explicit about what ‘the deal’ is,” Gratton said. “We can’t pretend that it’s something else. If it’s a deal where you have to be in the office five days a week working very long hours, then that’s the deal.”
Gratton goes on to explain: “The more we can be explicit about what the deal is and the more that we can provide variety between companies, the better an employee can choose a company that fits their deal. I think that’s going to be a very exciting part of what it is to be an HR person, to get that ‘signature’ right that separates you from other companies.”
As new trends and technologies emerge, companies must see these evolutions as chances to reimagine how their businesses are structured to create new, efficient methods that better reflect reality. And the key is: everything is on the table.