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Technology – and technological determinism – is at the forefront of this way of thinking.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:10:29.536+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4bcb63f3-b467-444e-b726-5d96a1bf01c1", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.3, "x": 0.04, "y": 0.39 }, "kind": "paragraph", "text": "It's not a stretch to predict that technology will be embedded into just about everything; constant and extraordinary innovation in artificial intelligence, robotics and the Internet of Things will continue to radically reshape work. Some tasks will be replaced. Others will be augmented. No job, whether highly skilled or less so, will be left untouched.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:10:29.536+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5df3fff6-9936-4cbf-92cd-7d3ecb7eac65", "parentComponentId": null }, { "bbox": { "h": 0.18, "w": 0.3, "x": 0.35, "y": 0.67 }, "kind": "paragraph", "text": "The old rules of work – where jobs were for life and breadwinners worked until retirement – applied to a world of stable employment and less technological change. The new rules belong to another universe: one in which people are autonomous, entrepreneurial and less tied to specific times, places and employers. Organisations need to create a place where people want, not just need, to work each day. Unless companies act quickly, they risk reduced performance, loss of their best talent and failure in attracting the people they will need in the future. 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Strengthening these important 'at risk' capabilities is a no-regrets move for organisations as they face a future that's certain to be very different.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:10:29.536+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c039b87a-60ad-4b65-8d83-2ed5b92ce6f5", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.3, "x": 0.35, "y": 0.45 }, "kind": "paragraph", "text": "Our survey findings show that 13 out of the 20 organisational capabilities identified as being at highest risk – those with the biggest gap between their importance for the future and the action companies are taking today – relate to the people experience. These include such areas as creating job flexibility, providing opportunities to learn, designing an engaging workspace and managing workloads.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:10:29.536+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c698de5c-c4bb-422b-b307-1a1b284be8d9", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.3, "x": 0.04, "y": 0.67 }, "kind": "paragraph", "text": "To understand how prepared companies are to nurture this workforce of the future, we sought to identify the key organisational capabilities they will need to succeed. Building on PwC research and working in collaboration with Lynda Gratton, Professor of Management Practice at London Business School, we identified 45 key organisational capabilities. We then conducted a global survey of more than 1,200 business and HR leaders from 79 countries to gauge how important those capabilities are to organisations around the world. We also sought to learn whether organisations are taking action today to get ready – and which capabilities are most at risk owing to a lack of action. It turns out that companies have work to do to offer the kind of people experience that will attract and keep the best talent. The full results are published in Preparing for tomorrow's workforce, today.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:10:29.536+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c82fcd4d-ebf4-4710-9a8a-625021f85b70", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.3, "x": 0.04, "y": 0.54 }, "kind": "paragraph", "text": "So what of human work? 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'Unlimited vacation' was touted for a while, but some companies found that employees actually took less time off because they struggled to decipher what was acceptable in the absence of clear rules. 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Humans need periods of internal recovery – both mental and physical – throughout the workday to perform at their best. But organisations striving to enhance productivity can easily undermine sustainable high performance by seeking to squeeze more out of their people. Instead, they should build a culture of protecting vitality and recognise that the highest-quality work can't be done by humans working like machines; people need space and time for inspiration. Balancing work activity with brief moments of detachment from tasks can promote greater energy, mental clarity, creativity and focus, ultimately growing workers' capacity for resilience throughout the course of the workday. 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