WEBVTT X-TIMESTAMP-MAP=LOCAL:00:00:00.000,MPEGTS:0 00:01.740 --> 00:03.500 Productivity. 00:03.500 --> 00:07.712 To an economist, it’s a simple comparison of how much output we gain 00:07.712 --> 00:09.710 from the inputs we give. 00:09.710 --> 00:14.185 But “What If” the definition of productivity could be expanded? 00:14.185 --> 00:18.410 What if productivity could also include the creation of value 00:18.410 --> 00:22.614 the connection to meaning, and the unlocking of innovation? 00:22.614 --> 00:28.550 And what if the key to that expanded definition was to think differently about work itself? 00:28.550 --> 00:32.474 Throughout history, we have viewed work through the lens of efficiency. 00:32.474 --> 00:36.229 From Taylorism to six-sigma, we have sought to optimize work 00:36.229 --> 00:39.723 to get more output from less input. 00:39.723 --> 00:43.172 And even in the midst of all the innovation of the last few decades 00:43.172 --> 00:45.954 the technologies to which we have grown so accustomed 00:45.954 --> 00:49.145 have been directed at these same objectives. 00:49.145 --> 00:53.759 As a result, work has become challenging in all the wrong ways. 00:53.759 --> 00:58.766 For many, work is unnecessarily taxing due to the myriad of disconnected tools 00:58.766 --> 01:01.405 processes, and practices involved. 01:01.405 --> 01:04.890 We have minimized the role that human potential can play in the work 01:04.890 --> 01:10.131 focusing less on what humans do best and more on what technology does better. 01:10.131 --> 01:15.988 And we have isolated workers from what intrinsically motivates them—creating a widening gap 01:15.988 --> 01:19.039 between what we do and what we care about. 01:19.039 --> 01:22.649 In a word, work has become…de-humanizing. 01:22.649 --> 01:24.406 It doesn’t need to be this way. 01:24.406 --> 01:29.929 After 10 years of productivity stagnation, the back-half of 2020 saw the first glimpse 01:29.929 --> 01:32.380 of a shift to something different. 01:32.380 --> 01:37.119 Not on the backs of more hours worked, but through higher output from those hours. 01:37.119 --> 01:43.095 And workers agreed—MOST told us that they felt more productive this past year than ever before 01:43.095 --> 01:46.513 per a recent Deloitte survey of the global workforce. 01:46.513 --> 01:49.631 What happened during the back-half of 2020? 01:49.631 --> 01:50.594 Choice. 01:50.594 --> 01:53.089 Choice about how to do work. 01:53.089 --> 01:59.460 Not simply where work gets done or what technology is used to do it or how best to use technology 01:59.460 --> 02:04.840 but choice about how each of us could do work in a way that works best for us as humans. 02:04.840 --> 02:10.498 All of the sudden, work went from something that we optimized, to something that we humanized. 02:10.498 --> 02:16.022 And that shift unlocked productivity in way that a decade of technology investment couldn’t 02:16.022 --> 02:18.868 but a focus on humans could. 02:18.868 --> 02:24.877 Humanizing work means first, aligning work to how humans naturally act and interact, 02:24.877 --> 02:29.018 and second, putting our human capabilities at the forefront. 02:29.018 --> 02:34.170 These changes require more than re-design, they require re-architecting. 02:34.170 --> 02:40.145 We have chosen this word “architecture” deliberately: it implies a focus on both form and function. 02:40.145 --> 02:43.658 Function in that we think about the 'WHY' behind work 02:43.658 --> 02:48.675 we see work as a series of intended outcomes, not just outputs. 02:48.675 --> 02:53.586 To reconnect work with what motivatesus, us it must be based on a set of aspirations 02:53.586 --> 02:56.533 that can be measured by the value they create. 02:56.533 --> 03:01.161 We never thought vaccines could be developed in a year, but they were. 03:01.161 --> 03:07.658 Work outcomes push the art of the possible—allowing us to unleash human potential in new ways. 03:07.658 --> 03:13.720 And Form is about HOW humans best contribute that potential to the work 03:13.720 --> 03:18.000 pulling together human and technology capabilities to achieve these new outcomes. 03:18.000 --> 03:21.428 Something that business executives intuitively understand. 03:21.428 --> 03:27.459 72% of executives surveyed in Deloitte’s 2020 Global Human Capital Trends report 03:27.459 --> 03:30.736 identified the ability of their people to adapt 03:30.736 --> 03:38.060 reskill, and assume new roles as one of the most important factors for navigating future disruptions. 03:38.060 --> 03:43.748 When you re-architect work, you open the door to a profoundly deeper measure of the workforce 03:43.748 --> 03:50.112 from an enabler of output - a cost - to a producer of value and meaning in of itself. 03:50.112 --> 03:54.772 At the core of this re-architecture of work are four major shifts: 03:54.772 --> 04:00.398 Flow. To create flow, we need to up the challenge level—in the right ways. 04:00.398 --> 04:05.045 Instead of the negative connotation of ‘it’s challenging”, we need to view challenge 04:05.045 --> 04:12.000 in terms of the positive – ‘I feel challenged,’ something to aspire to and achieve. 04:12.000 --> 04:17.301 When we match the work to human capabilities and motivations – with the challenge level high 04:17.301 --> 04:23.046 we can get ‘into the zone’ where productivity is at its sustainable peak. 04:23.046 --> 04:28.217 Capability. We tend to look at technology as the solution to improving work. 04:28.217 --> 04:34.240 But there is not one system that can help us create an environment in which work outcomes flourish. 04:34.240 --> 04:41.464 Large enterprises utilize upwards of 200+ applications today in hopes of enhancing productivity. 04:41.464 --> 04:47.114 Instead of searching for the perfect system, let’s integrate the core technology capabilities needed 04:47.114 --> 04:53.622 to change the ‘how’ of work, and view them through the one lens that will actually translate into productivity 04:53.622 --> 04:55.883 the human lens. 04:55.883 --> 05:02.444 Continuous. Work and the way we do it needs to change at pace with the world around it. 05:02.444 --> 05:06.171 Re-architecting presumes that work cannot be changed episodically 05:06.171 --> 05:09.473 especially in today’s world of disruption. 05:09.473 --> 05:14.879 The continuous sensing and re-evaluating of work outcomes needs to become a core capability 05:14.879 --> 05:20.352 within the organization if we’re going to sustain productivity for the long-term. 05:20.352 --> 05:25.277 Symphonic. It does not matter how your organization divides itself up 05:25.277 --> 05:29.637 work cannot be re-architected by thinking in ‘departments.’ 05:29.637 --> 05:36.126 To drive productivity, organizations must focus on the work across the entire enterprise. 05:36.126 --> 05:42.000 Re-architecting work requires us to move from ‘what is’ to ‘what if’. 05:42.000 --> 05:46.338 What if work became the ultimate way to unlock human potential 05:46.338 --> 05:51.207 and sustain productivity gains for the first time in a decade? 05:51.207 --> 05:54.653 Let’s get to work to figure it out.