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  "documentTitle": "Work Ahead Digital First to Last",
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  "notes": "The slide contains two distinct sections: one on the changing nature of human work and a 'Quick Take' on supply chain resilience.",
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      "kind": "callout",
      "text": "Quick Take: Justin Time meets Justin Case",
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      "text": "“Just-in-time” models of manufacturing and distribution – prominent for the last few decades – will be superseded by a new focus on “just-in-case” approaches.",
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      "text": "In a machine age, the purpose of human work grows in importance",
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      "text": "Executives, it seems, plan on more stockpiling, excess capacity and duplicated systems, and are willing to tolerate greater levels of inefficiency to this end. Even before the virus, the subtext of ongoing U.S./China trade discussions put political pressure on U.S. companies (and others) to re-examine and rebalance the structure of their supply and production networks. While the integration of supply chains was in decline before the pandemic, it’s now accelerating, with 42% of respondents expecting to redesign their operating models in a world of tighter borders. “Just-in-time” models of manufacturing and distribution – prominent for the last few decades – will be superseded by a new focus on “just-in-case” approaches.",
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      "text": "A further aspect of the modern business that has been brought into the spotlight during the last 12 months is the need for enhanced resiliency. The West’s over-reliance on China and its large supply of low-wage workers has been thrown into sharp relief during the existential shock of 2020. Half of our respondents expect to substantially reconfigure their supply chains to create more “slack” in systems that were exposed as brittle and full of risk.",
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      "text": "In tandem, “strategic thinking” has declined in relative importance, falling from second-ranked to the fifth most important skill. While there will always be a need for strategic thinking in the business world, this could be a reflection that the importance of high-level, “big-picture” thinking about relatively stable and well-understood operating conditions is becoming subservient to disruptive ways of thinking. The world is changing faster than ever – the only response is to disrupt others before they disrupt you.",
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      "text": "Leaders’ views of employees as mere labor resources are giving way to a richer, more complex understanding of the value employees offer. In turn, employees’ simplistic views of their jobs – and job satisfaction – as being a function of remuneration are also eroding. The value of work now crosses many different vectors: business value, employee value, customer value and societal value. What the pandemic has done is catalyze the change in relationship between employees and the organizations that employ them (see Figure 10, next page).",
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      "text": "The Work Ahead",
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