Workforce of the Future | 2030

Workforce of the future The competing forces shaping 2030 www.pwc.com/people

Workforce of the future: The competing forces shaping 2030 Contents The messages for leaders 5 The forces shaping the future 6 How digital and artificial intelligence are changing work 8 The Four Worlds of Work in 2030 10 Red World 12 Blue World 16 Green World 20 Yellow World 24 What does this mean for jobs? 30 Working together as a society – our recommendations 32 The individual response 34 ‘No regrets’ moves for organisations 36 Conclusion 38 Appendix 39 PwC’s global People and Organisation practice brings together an unmatched combination of 10,000 people with industry, business, talent, strategy, HR, analytics and technology expertise in one team across 138 countries. Together, we build tailored people and organisation solutions with a deep understanding of our clients’ uniqueness, grounded in rigorous analysis and data‑driven insight, to create lasting, differentiated value. We help clients to implement organisational transformation, improve the effectiveness of their workforce, develop and move talent around their business, and manage their human capital risks. We work from people strategy through to organisational execution. 2

Foreword We are living through a fundamental transformation in the way we work. Automation and ‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations are looking for in their people. These momentous changes raise huge organisational, talent and HR challenges – at a time when business leaders are already wrestling with unprecedented risks, disruption and political and societal upheaval. The pace of change is accelerating. Competition for the Our report draws on research begun in 2007 by a team right talent is fierce. And ‘talent’ no longer means the same from PwC and the James Martin Institute for Science and as ten years ago; many of the roles, skills and job titles of Civilisation at the Said Business School in Oxford and a tomorrow are unknown to us today. How can organisations specially commissioned survey of 10,000 people in China, prepare for a future that few of us can define? How will India, Germany, the UK and the US. This has given us your talent needs change? How can you attract, keep and insights into how people think the workplace will evolve motivate the people you need? And what does all this mean and how this will affect their employment prospects and for HR? future working lives. Our thanks to all those who kindly shared their perspectives. This isn’t a time to sit back and wait for events to unfold. To be prepared for the future you have to understand it. No exploration of the future of work will ever be conclusive. In this report we look in detail at how the workplace might Indeed, one of the defining characteristics of our age is be shaped over the coming decade. its ability to surprise and confound. This report develops ‘Four Worlds of Work’ for 2030 which will kickstart your thinking about the many possible scenarios that could develop, and how to best prepare for the future. Remember that your starting point matters as much as your destination; the best response may mean radical change, or perhaps just a few steps from where you are today. Your resulting strategy will inevitably mean a combination of obvious, ‘no regrets’ actions and the occasional, educated leap of faith. Carol Stubbings Joint Global Leader, People and Organisation, PwC Jon Williams Joint Global Leader, People and Organisation, PwC 3

Workforce of the future: The competing forces shaping 2030 “So what should we tell our children? That to stay ahead, you need to focus on your ability to continuously adapt, engage with others in that process, and most importantly retain your core sense of identity and values. For students, it’s not just about acquiring knowledge, but about how to learn. For the rest of us, we should remember that intellectual complacency is not our friend and that learning – not just new things but new ways of thinking – is a life-long endeavour.” Blair Sheppard Global Leader, Strategy and Leadership Development, PwC “I’m not worried, as an automated workplace will also need human skills.” Male full-time student (18), India 4

The messages for leaders Act now. People not jobs. This isn’t about some ‘far future’ of work – change is Organisations can’t protect jobs which are made redundant already happening, and accelerating. by technology – but they do have a responsibility to their people. Protect people not jobs. Nurture agility, No regrets and bets. adaptability and re-skilling. The future isn’t a fixed destination. Plan for a dynamic Build a clear narrative. rather than a static future. You’ll need to recognise multiple and evolving scenarios. Make ‘no regrets’ moves A third of workers are anxious about the future and their that work with most scenarios – but you’ll need to make job due to automation – an anxiety that kills confidence some ‘bets’ too. and the willingness to innovate. How your employees feel affects the business today – so start a mature conversation Make a bigger leap. about the future. Don’t be constrained by your starting point. You might need a more radical change than just a small step away from where you are today. Own the automation debate. Automation and Artificial Intelligence (AI) will affect every level of the business and its people. It’s too important an issue to leave to IT (or HR) alone. A depth of understanding and keen insight into the changing technology landscape is a must. 5

Workforce of the future: The competing forces shaping 2030 The forces shaping the future The future of work asks us to consider the biggest questions Megatrends of our age. What influence will the continuing march of technology, automation and artificial intelligence (AI) have The megatrends are the tremendous forces reshaping Figure 1: When you think about the future world of work as on where we work and how we work? Will we need to work society and with it, the world of work: the economic shifts it is likely to affect you, how do you feel? at all? What is our place in an automated world? that are redistributing power, wealth, competition and opportunity around the globe; the disruptive innovations, 37%Excited – I see a world full of possibility Many commentators focus on technology and the role that radical thinking, new business models and resource scarcity automation is predicted to have on jobs and the workplace. that are impacting every sector. Businesses need a clear Confident – I know that I will be successful We believe the real story is far more complicated. This is less and meaningful purpose and mandate to attract and retain 36% about technological innovation and more about the manner employees, customers and partners in the decade ahead. in which humans decide to use that technology. 18%Worried – I’m nervous about what the future holds The megatrends identified by PwC form the foundation for The shape that the workforce of the future takes will be the all our scenarios. How humans respond to the challenges Uninterested – I tend not to think too far ahead result of complex, changing and competing forces. Some and opportunities which the megatrends bring will 8% of these forces are certain, but the speed at which they determine the worlds in which the future of work plays out. unfold can be hard to predict. Regulations and laws, the PwC survey of 10,029 members of the general population based in China, governments that impose them, broad trends in consumer, Germany, India, the UK and the US – base all those who are not retired 8,459 citizen and worker sentiment will all influence the transition toward an automated workplace. The outcome of this battle will determine the future of work in 2030. When so many complex forces are at play, linear predictions are too simplistic. Businesses, governments and individuals need to be prepared for a number of possible, even seemingly unlikely, outcomes. 100 6 Worried – I’m nervous about what the future holds

Technological breakthroughs Demographic shifts Rapid urbanisation Shifts in global Resource scarcity and Rapid advances in The changing size, distribution Significant increase in the economic power climate change technological innovation and age profile of the world’s population moving to Power shifting Depleted fossil fuels, extreme world’s population live in cities between developed and weather, rising sea levels and Automation, robotics and AI are developing countries water shortages advancing quickly, dramatically With a few regional exceptions By 2030, the UN projects that changing the nature and number the world’s population is ageing, 4.9 billion people will be urban The rapidly developing nations, Demand for energy and water is of jobs available. Technology putting pressure on business, dwellers and, by 2050, the particularly those with a large forecast to increase by as much has the power to improve our social institutions and economies. world’s urban population will working‑age population, that as 50% and 40% respectively 1 2 lives, raising productivity, living Our longer life span will affect have increased by some 72% . embrace a business ethos, attract by 2030 . New types of jobs DemographicShift in globalRapidClimate changeTechnological DemographicDemographic Shift in globalShift in global RapidRapid DemographicClimate changeClimate change Shift in globalTTechnologicalechnological Rapid Climate change Technological Demographic Shift in global Rapid Climate change Technological Demographic Shift in global Rapid Climate change Technological standards and average life business models, talent ambitions Already, many of the largest cities investment and improve their in alternative energy, new and socialeconomicurbanisationand resourcebreakthroughs and socialand social economiceconomic urbanisationurbanisation and socialand rand resouresourcece economicbrbreakthreakthroughsoughs urbanisation and resource breakthroughs and social economic urbanisation and resource breakthroughs and social economic urbanisation and resource breakthroughs span, and free people to focus and pension costs. Older workers have GDPs larger than mid‑size education system will gain the engineering processes, product changepowerscarcity changechange powerpower changescarscarcitycity power scarcity change power scarcity change power scarcity on personal fulfilment. But it will need to learn new skills and countries. In this new world, cities most. Emerging nations face the design and waste management also brings the threat of social work for longer. ‘Re‑tooling’ will will become important agents for biggest challenge as technology and re‑use will need to be unrest and political upheaval become the norm. The shortage of job creation. increases the gulf with the created to deal with these needs. if economic advantages are not a human workforce in a number developed world; unemployment Traditional energy industries, shared equitably. of rapidly‑ageing economies will and migration will continue to and the millions of people drive the need for automation and be rampant without significant, employed by them, will see a productivity enhancements. sustained investment. The erosion rapid restructuring. of the middle class, wealth disparity and job losses due to large‑scale automation will increase the risk of social unrest in developed countries. Find out more about PwC’s Global Megatrends http://www.pwc.co.uk/megatrends 1 UN Department of Economic and Social Affairs. http://www.un.org/en/development/desa/population/publications/pdf/urbanization/WUP2011_Report.pdf 2 National Intelligence Council. https://www.dni.gov/files/documents/GlobalTrends_2030.pdf 7

Workforce of the future: The competing forces shaping 2030 How digital and artificial intelligence are changing work The potential for digital platforms and AI to underpin and Finally AI: the digital assistants, chatbots, and machine grow the world of work is unbounded. They already play learning, that understand, learn, and then act based on that an essential role in the development of all Four Worlds of information3. It’s useful to think of three levels of AI: 73% Work, matching skills to employer, capital to investor and think technology consumer to supplier. Assisted intelligence, widely available today, improves can never replace the what people and organisations are already doing. A simple This platform layer brings a digital value chain and example, prevalent in cars today, is the GPS navigation human mind. commoditisation and automation of the back office – programme that offers directions to drivers and adjusts to but comes with warnings. While it can create a thriving road conditions. marketplace, it can grow to take over the entire economic system. And with platform pervasiveness comes Augmented intelligence, emerging today, helps people 37% vulnerability to cyber‑attacks or wide‑scale manipulation. and organisations to do things they couldn’t otherwise do. are worried about For example, car ride‑sharing businesses couldn’t exist automation putting jobs Closely linked to digital is data. How governments, without the combination of programmes that organise at risk – up from 33% organisations and individuals decide to share and use it the service. in 2014. is key to all our worlds – even the most human-centric. Autonomous intelligence, being developed for the future, PwC survey of 10,029 members establishes machines that act on their own. An example of the general population based in of this will be self‑driving vehicles, when they come into China, Germany, India, the UK and the US widespread use. Some optimists believe AI could create a world where human abilities are amplified as machines help mankind process, analyse, and evaluate the abundance of data that creates today’s world, allowing humans to spend more time engaged in high‑level thinking, creativity, and decision-making. 3 For more on AI and how it’s changing work, see our 2017 report: Bot.Me: A revolutionary partnership http://www.pwc.com/CISAI 8

“Automation, machines are replacing so many jobs. Many people think that only the poor and uneducated are being displaced. I’m afraid that in a few years everyone will be replaceable.” Retired female with postgraduate degree (67), Autonomous Intelligence USA Future Augmented Intelligence Adaptive continuous intelligent systems take over decision‑making. Assisted Intelligence The future of humans at work is questioned. Emerging Fundamental change Today in the nature of work. Humans and Automating repetitive, machines collaborate to standardised or make decisions. time‑consuming tasks and providing Uniquely human traits – assisted intelligence. emotional intelligence, creativity, persuasion, Increased demand for innovation – become STEM skills to build more valuable. new tech ecosystem. 9

Workforce of the future: The competing forces shaping 2030 Shaping our own destiny Megatrends provide the context for future worlds but Collectivism versus individualism Integration versus fragmentation they don’t dictate their shape or features at a specific point in time. How humans respond to the challenges and Will ‘me first’ prevail, or will societies work together Will digital technology inevitably mark the end for large opportunities which the megatrends bring will determine through a sense of collective responsibility? What is the companies? Technology has allowed tiny businesses to tap the worlds in which the future of work plays out. role of government in balancing a strong economy with the into a vast reservoir of information, skills and financing interests of its people? Regions and countries – and even that used to be available only to large organisations. Public sentiment, and its impact, is difficult to predict, cities – will inevitably take a different view on the level of Through the use of technology, small has become powerful. affected by culture, history and many other local factors. state intervention needed. As we’ve seen in recent years, public sentiment can It’s also allowed large companies to drastically reduce radically affect the approach of a nation in the space of a their internal and external costs. Organisations can be single election or referendum. But there’s no doubt that more productive with fewer staff and can expand their governments and public sentiment will influence the operations (through contingent workers, for example) forces underpinning each scenario. For this reason, we without having to invest significant amounts of capital. added some distinctly human dynamics into our scenario But once again, human agency plays its part. analysis: the ‘push and pull’ effect of collectivism versus individualism, and integration versus fragmentation. Government actions can incentivise or penalise larger businesses, or encourage small business and start‑ups. Business fragmentation: Small is powerful. Large businesses lose their dominance as customers seek relevance and organisations find scale a burden rather than a benefit. Social bubbles and affinity groups take on a new importance. Many could not exist without digital platforms. Collectivism: Individualism: Fairness and equality dominates. Where ‘me first’ rules. The common good prevails over personal preference, A focus on individual wants; a response to the infinite e.g. collective responsibility for the environment, choices available to consumers. social good and ‘fairness’ over individual interest. Corporate integration: Big business rules all. Companies get bigger and more influential – the biggest have more sway than some nations. Brands span many business areas. 10

The Four Worlds of Work in 2030 Fragmentation The Yellow World The Red World Humans come first Innovation rules Social-first and community businesses prosper. Crowdfunded capital flows Organisations and individuals race to give consumers what they want. towards ethical and blameless brands. There is a search for meaning and Innovation outpaces regulation. Digital platforms give outsized reach relevance with a social heart. Artisans, makers and ‘new Worker Guilds’ thrive. and influence to those with a winning idea. Specialists and niche profit- Humanness is highly valued. makers flourish. Collectivism Individualism The Green World The Blue World Companies care Corporate is king Social responsibility and trust dominate the corporate agenda with concerns Big company capitalism rules as organisations continue to grow bigger and about demographic changes, climate and sustainability becoming key drivers individual preferences trump beliefs about social responsibility. of business. Integration 11

Workforce of the future: The competing forces shaping 2030 Innovation rules: The Red World In a world with few rules, a vibrant market of specialists and niche profit-makers race to serve the needs of individuals and powerful affinity groups . Red World: The road to 2030 2020 2021 2022 2025 2030 High-profile personal A lifestyle app developed by UK Court of Appeal rules A decade of demergers and The number of US workers scandals and corruption six Taiwanese 17-year-olds that ideas developed outside ‘carve outs’ across industry in full-time ‘permanent’ by politicians and business for their final-year exams is business hours by colleagues sectors peaks. employment drops to leaders in a number of sold for $49m in a worldwide of the same company remain 9% of the workforce, nations are unresolved, online auction organised by its intellectual property, an all-time low. signalling to the world that the students’ school. even if the workers are not ‘anything goes’ and creating permanent employees. a push back on turn-of-the- millennium standards. 12

A world of innovation with few rules Agility and speed are essential What it means for workers 60% The Red World is a perfect incubator Big business has been outflanked in a digital- Specialism is highly prized in the Red World think ‘few people will for innovation. enabled world that’s teeming with small and a career, rather than being defined by an have stable, long-term entrepreneurial companies. employer or institution, is built from individual employment in the New products and business models develop at blocks of skills, experience and networks. lightning speed, far more quickly than regulators Digital platforms match worker with employer, future’. can control. Technology encourages the skills with demand, capital with innovator, Near‑zero employee organisations are the PwC survey of 10,029 members creation of powerful, like‑minded, cross‑border and consumer with supplier. This allows serial norm. Organisations of a few pivotal people use of the general population based in social ‘bubbles’. Businesses innovate to create entrepreneurs to reach far beyond their size in technology, the supply chain and intellectual China, Germany, India, the UK and personalisation and find new ways to serve terms of influence and scale. property, rather than human effort and physical the US these niches. assets, to generate value. Anxious to compete, larger employers fragment to There are high rewards on offer for those ideas create their own internal markets and networks to The commercial value of learning takes and skills that best meet what companies and cut through old‑style hierarchies and encourage precedence; a university degree is seen as consumers want. But in a world with few rules, and reward workers to come up with new ideas. less valuable than specific and relevant skills the risks are high. Today’s winning business The pace of development and testing of new or experience. could be tomorrow’s court case. products and services has accelerated, increasing the risk of brand damage and failure. Workers know that the most sought‑after skills will mean the biggest reward package. Many move frequently and stay only as long as the project or business lasts. Contract negotiations are key and ownership of intellectual property and the freedom to work are as important as financial incentives. 13

Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges “There’s a lack of loyalty from the company • Innovation and people are inseparable in the • Specialism is highly prized and workers seek • Speed to market is everything in the Red towards the employees. Red World. to develop the most sought‑after skills to World – any decision‑making process or Workers with skills in command the biggest reward package. hierarchy that delays innovation is a barrier demand will prosper, • HR does not exist as a separate function and to success. those with outdated skills entrepreneurial leaders rely on outsourced • Organisations are typically stripped‑down and services and automation for people processes. nimble, supplemented by talent attracted by the • While ideas flourish, organisations compete to will be abandoned.” next promising opportunity. ‘own’ them. Part-time Government • Larger organisations scour the world to employee (66), USA ‘acqui‑hire’ talent and intellectual property • A small number of ‘pivotal people’ with • Innovation creates a high‑risk environment; using specialist talent strategists in combination outstanding management skills command regulation struggles to catch up – but when it with AI to identify the specialists they want. high rewards. does, it impacts unevenly and suddenly. • Digital platforms match worker with employer • Like‑minded workers gravitate towards each • Workforces are lean but there’s still intense and skills with demand. other, aided by technology, sparking bubbles competition for critical skills. of innovation. • Performance is all about the end result rather than the process – ‘old‑fashioned’ performance • Projects quickly flourish, evolve and resolve and measurement and analysis is rare. specialists move rapidly from one to the next. 14

e r u v i t e u w F TM SkillScanEx Anticipating your talent needs I want to _ Red World In 2030, the search for talent is as difficult as ever. Artificial intelligence allows businesses to identify the talent they need, when they need it. Here’s an extract from an AI‑powered talent tool which might be readily available in 2030. TM TM TM SkillScanEx Aggregator SkillScanEx Anticipator SkillScanEx Business planner Find the talent you need, no matter which Connect at a deeper level and Anticipator will Business Planner links customer enquiries, open platform it’s on. Our natural language interface alert you when you need new skills or capacity innovation projects and current human and allows you to tell us what you need – and what from the conversations happening within your automated productivity to forecast both business you don’t. business. Anticipator helps you make the right performance and critical skills gaps. choice between human and machine talent. View all Load more 15

Workforce of the future: The competing forces shaping 2030 Corporate is king: The Blue World Global corporates take centre stage. Consumer choice dominates. A corporate career separates the haves from the have nots. Blue World: The road to 2030 2020 2021 2022 2025 2030 The net worth of the top Merger of the world’s biggest The world’s biggest employer UN agrees its Ethical Charter India’s largest tech company 1% of Chinese households social media site and agrees unique ‘borderless’ on Human Enhancement. announces a 24% increase overtakes that of the top Africa’s largest telecoms working for its employees in annual revenue, largely 1% of US households for the company becomes the biggest across its six biggest markets attributed to its introduction first time. corporate deal ever recorded. in a ground-breaking tax of cognitive-enhancing drugs deal with their governments. for its workforce. 16

Capitalism reigns supreme Extreme talent What it means for workers In the Blue World, companies see their size and Corporates may dominate the Blue World, For workers in the Blue World, the pressure to 70% influence as the best way to protect their prized but workforces are lean. perform is relentless. Those with a permanent would consider using profit margins against intense competition from role enjoy excellent rewards, as do in‑demand treatments to enhance their peers and aggressive new market entrants. Exceptional talent is in high demand – contract workers with specialist skills – but both their brain and body Corporations grow to such a scale, and exert employers secure a core group of pivotal know that their future employability depends on such influence, that some become more powerful high‑performers by offering excellent rewards keeping their leading‑edge skills relevant. if this improved than nation states. but otherwise buy in flexible talent and skills employment prospects as and when they’re needed. A corporate employer separates the haves from in the future. Success depends on a productive workforce as the have nots; companies provide many of the large companies compete for the best talent. Human effort, automation, analytics and services, from children’s education, eldercare PwC survey of 10,029 members They push past the limits of human ability by innovation combine to push performance and healthcare, previously provided by the state. of the general population based in China, Germany, India, the UK and investing augmentation technology, medication in the workplace to its limits; human effort the US – base all those who are not and implants to give their people the edge. is maximised through sophisticated use of The price workers must pay is their data. retired 8,459 physical and medical enhancement techniques Companies monitor and measure obsessively, and equipment, and workers’ performance from the location of their workforce to their and wellbeing are measured, monitored and performance, health and wellbeing – both in and analysed at every step. A new breed of elite outside the workplace. Organisations use the super‑workers emerges. data to predict performance and importantly, to anticipate people risk. 17

Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges “The gap between the rich and the poor. Either • The Chief People Officer (CPO) is a powerful • Aside from a core group of high‑performers, • The challenges of size and scale mean that people will have a high and influential figure, sometimes known as the talent is bought in where and when it’s needed. organisations are at greater risk from external paying job or no job ‘Head of People and Productivity’, and who sits ‘Retainer and call‑up’ contracts are frequently threats such as technology terrorism or at all.” on the board. used for rare skills. meltdown and they find it difficult to effect change quickly. Unemployed female (50), • The science of human capital has developed • Top talent is fiercely fought over – the best Germany to such a degree that the connection between engage an agent to negotiate and manage • The value of human capital at the top level people and performance is explicitly their career. is high and the upward pressure on reward, demonstrated by the CPO. particularly for senior executives, is intense. • Employers begin their search for exceptional • The people risk agenda is one which is taken talent early, forming links with schools and • Organisations must develop models and seriously by the board – as a result, the CPO engaging promising youngsters. systems which enable individuals and and HR become more influential. their agents to negotiate the value of their • Employees of all levels take an active role in human capital based on employees’ personal their own career development, honing their investment strategies. skills whenever they can and however they can – including human enhancements. • Society divides into those with a corporate career – and those who don’t have access to the same level of financial rewards, healthcare and benefits. 18

e r u v i t e u w F World News 3 May 2030 09.30 ET Blue World In 2030, organisations Drumhum Inc leads the pack in the use of cognitive-enhancing drugs in the workplace as begin to realise the companies begin to realise their benefits. benefits of human enhancement in the workplace. Drumhum Inc, the first large employer to Cognitalin, a modified methylphenidate An online news report offer cognitive‑enhancing medication to its substitute developed by PharmaXcog, increases from 2030 details the employees, says it has seen a 4% increase in concentration and enhances memory function first large-scale use of productivity during the first three months of by increasing the synaptic concentration cognitive‑enhancing the financial year. of the neurotransmitters dopamine and drugs. noradrenaline by blocking their reuptake and Drumhum offered the methylpehnidate‑based stimulating the prefrontal cortical network. drug Cognitalin, the first cognitive enhancer It was licenced for non‑medical use in 2027 to be mass produced specifically for use in the following the publication of the Ethical Charter workplace, to its employees on a voluntary on Workplace Enhancement. basis at the beginning of the year. “The programme,” said Nancy Cole, the company’s Drumhum measured the performance Head of People Performance, “was closely of the Cognitalin group against a control monitored; it was also heavily oversubscribed, group of employees of similar experience with more than 73% of Drumhum’s 3,000 and demographics, who continued with workers based in the US volunteering to Drumhum’s standard programme of gaming‑ take part.” based cognitive training. “The group taking Cognitalin,” said Cole, “proved significantly more productive, completing a complex coding exercise around 10% more quickly than the control group – with 4% fewer errors.” Read more 19

Workforce of the future: The competing forces shaping 2030 Companies care: The Green World The need for a powerful social conscience is paramount. Workers and consumers show loyalty towards organisations that do right by their employees and the wider world. Green World: The road to 2030 2020 2021 2022 2025 2030 ‘Stop the Bots’ marches A year-long drought in The #waterwaster International accounting The European Union against job losses attract tens eastern Pakistan and social campaign targets standards require a ‘Natural introduces legislation that of millions of demonstrators northern India causes organisations that have Capital and Social Capital bans all companies trading in Detroit, Toronto, Mumbai the deaths of two million failed to reduce their impact’ balance sheet from within the EU from using and London. people. More than 30 million water consumption since all listed companies. petrol and diesel vehicles. are displaced. international guidelines were agreed in 2020. The share price and revenue of a dozen multinationals plummet. 20

Companies have to care The automation conundrum What it means for workers In the Green World, corporate responsibility isn’t Automation and technology are an essential Employees enjoy family-friendly, flexible hours 23% just a nice‑to‑have – it’s a business imperative. element of the Green World as they help and are encouraged to take part in socially‑ say ‘doing a job that Companies are open, collaborative organisations to protect scarce resources and minimise useful projects. They trust their employer to treat makes a difference’ that see themselves as playing an essential role environmental damage. them fairly in terms of pay, development and is most important to in developing their employees and supporting conditions and in return are expected to reflect local communities. Technology is used extensively to replace the the culture of the company in their approach their career. need for travel, driving rapid innovation in and behaviour. PwC survey of 10,029 members Reacting to public opinion, increasingly scarce communications technology. of the general population based in natural resources and stringent international The high ethical standards to which companies China, Germany, India, the UK and regulations, companies push a strong ethical and But the question of where people fit into the are held has cascaded down to employees; the US green agenda. This is characterised by a strong automated Green World looms large. Technology conduct and ethics are taken very seriously at social conscience, a sense of environmental is a double‑edged sword for Green World work and performance is assessed against a wide responsibility, a focus on diversity, human rights employers – it allows them to meet their ethical range of measures, including how efficiently and fairness of all kinds and a recognition that and environmental agenda, but at what cost workers manage their travel and resources. business has an impact that goes well beyond to humans? the financial. Trust is the basic currency underpinning business and employment. Companies have to place their societal purpose at the heart of their commercial strategy. 21

Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges “Climate change [will be the biggest impact on • The CEO drives the people strategy for the • Workers are attracted to Green World • Communicating corporate purpose and the way we work], we are organisation, believing that the people in the companies by the opportunity to work for an values effectively, to the right people, is a going to have to change organisation, their behaviours and role in organisation they admire, whose values match fundamental requirement. our priorities.” society have a direct link to the organisation’s their own. success or failure. • Building and maintaining trust with Female manager in the • Even so, competition remains intense for the employees and wider society, especially when pharmaceutical industry • The HR function, renamed ‘People and best talent; financial reward is still important. it comes to the use of automation, is essential. (30), USA Society’ embraces a broad mix of HR, marketing, corporate social responsibility • The incentives package is an essential tool • The brand must be protected at all times. and data analytics. in attracting and retaining workers and has The possibility of non‑socially responsible become increasingly inventive. Three weeks’ behaviour within the organisation or • A priority for HR is developing and paid leave a year to work on charity and social anywhere along the supply chain carries maintaining a series of virtual social networks projects is standard practice. huge risks. Quality assurance and vigilance across the organisation and client base to is paramount. encourage communication and minimise • Workers are expected to reflect the values of the need for travel. their employer – both at work and at home • Being compliant is not enough: organisations through ‘organisational pledges’. are under pressure to raise the bar and • Many people decisions are tightly controlled establish policies and practices which go by regulation, from diversity quotas to, • Travel is tightly controlled and monitored and beyond and even anticipate regulatory mandatory wellbeing support (eg sleep there are incentives for inventive and efficient requirements. clinics and ‘digital dieting’), to the number use of resources. of redundancies companies can make during • Organisations have to balance the trade‑off a downturn. • The idea of a ‘job for life’ returns to the between short-term financial and long-term workplace lexicon. societal good. 22

e r u v i t e u w Energy per employee Back to comparisions Home | Sign in | Register | My account | Help F Green Bar Brewing Inc Sustainability hub Water consumption per annum (baseline 2022) Energy and Water Consumption – Summary Updated 11:00 GMT 12/11/2030 Green World Energy use 2029/30 (to date) 2028/29 FY In 2030, real‑ Total energy consumption 2025/26 FY (Gw) 1,002 1,130 2026 2027 2028 2029 2030 time reporting of Total consumption per FTE (Kw) 0.09 0.13 97% 95% 93% 92% 91% sustainability data is CO emissions (kilotonnes) 17.3 18.1 2 a legal requirement Travel-related emissions 6.4 8.3 for all listed companies – most Peer group comparison unlisted entities Top 10% also voluntarily Our water report 2029/30 (to date) 2028/29 FY produce detailed Total consumption (million gallons) 823 889 quarterly data. Water used per litre of product 2.7:1 2.9:1 Here’s an extract Water consumption per country from an imagined organisation’s 2030 Key suppliers sustainability report In accordance with the Sustainability Act 2022, we collect which allows online and publish key sustainability data for any of our suppliers comparison with peer that contribute to more than 7% of our total costs. Click through for information. group organisations. Company 1 Company 2 Company 3 Social impact 2029/30 (to date) 2028/29 FY Number of workers* 7,610 7,789 Community hours/per worker 9.6 8.3 *All individuals undertaking paid work for this organisation - both employed and self employed but excluding suppliers with more than 1 employee. 23

Workforce of the future: The competing forces shaping 2030 Humans come first: The Yellow World Fairness and social good are dominant. Businesses with a heart and artisans thrive in a bustling and creative market with a strong emphasis on ethics and fairness. Yellow World: The road to 2030 2020 2021 2022 2025 2030 European Commission The world’s largest taxi The Shanghai Stock Brazil becomes the last of the The ‘Made by Me’ quality agrees the Fair Pay Directive. company bows to public Exchange announces that G22 nations to renationalise mark – indicating that no pressure and introduces all listed companies must be its water and energy supply. machines have been involved a ‘human driver please’ free from the use of conflict in production – achieves option to its app. minerals by the end of 2025. worldwide recognition. 24

We’re all in this together The two sides of technology What it means for workers In the Yellow World, workers and companies Technology has helped to create the vibrant Workers feel the strongest loyalty not to their 25% seek out greater meaning and relevance in what Yellow World by lowering barriers to entry employer, but to people with the same skills say their ideal employer they do. by providing easy access to crowdfunded or cause. is an organisation capital and a worldwide market. This allows with values matching A strong desire for ‘fairness’ in the distribution entrepreneurial companies to compete in areas The Yellow World is the perfect breeding ground of wealth, resources and privilege drives previously the domain of large organisations. for the emergence of new worker Guilds, similar their own. public policy, leading to increased government to the craft associations and trade fraternities of PwC survey of 10,029 members intervention and consumers and workers voting But there is a central conflict around technology the Middle Ages. These Guilds develop in order of the general population based in with their feet. and automation; in the Yellow World, people are to protect, support and connect independent China, Germany, India, the UK and less likely to take the downsides of automation workers and often provide training and other the US Workers find flexibility, autonomy and without a fight. As more people are impacted by benefits that have traditionally been supplied fulfilment, working for organisations with a technical advances and see their skills become by employers. strong social and ethical record. This is the obsolete, disaffection and the push‑back against collective response to business fragmentation; policies that seem to favour the ‘elite’ grow. the desire to do good, for the common good. A wider range of work is regulated by However, ‘invisible technology’ such as a concept of ‘good jobs’ and decent work; AI-driven ‘back office’ functional support and moving away from traditional employer/ the automation of tasks that are damaging employee relationships. or impossible for humans, still pervades. 25

Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges “The ability to work from anywhere, combined • Business leaders are responsible for people • Like‑minded workers gravitate towards each • Brand and a good ethical record is essential in with the advances in direction and management. other, aided by technology platforms. the Yellow World. The risk of brand damage telecommunications from rogue workers must be actively managed. makes us geographically • HR rarely exists as a separate function as • Individuals come together to collaborate on neutral. However organisations rely on outsourced services, projects or to deliver on an idea – for as long as • Organisations are judged on trust and fairness; specialist suppliers and automation for it takes. organisational purpose must be clearly we must ensure that people processes. articulated and lived. the personal touch • Guilds help workers create scale when needed, is retained.” • Guilds support workers to build skills and remain current and build trust in their services. • Ethical and transparent supply chain Manager (52), UK experience by providing training and career management is critical and penalties apply development support alongside other help • Guilds provide members with a strong sense all along the chain for non-compliance. and advice. of identity – individuals see themselves as members of their profession, identifying with • In the Yellow World, relationships with • Digital platforms create mobility and help each other because of their particular skills set, governments and NGOs are vital and need match worker with employer and skills and interests and goals. to be closely managed. attributes with demand. • Non-financial rewards are assessed fairly in a • Performance is about delivering an trade‑off for less pay. organisational goal but also, importantly, about employees’ behaviours and • Work is often a fluid concept and a regimented societal impact. 9 to 5, Monday to Friday working week is rare; the borders between home and work are blurred. 26

e r u v i t e u w F Guild University opens for business in Helsinki 23 August 2030 Yellow World Guilds have extended The GDA (Guild for Data Analysts) University in Finland, the first campus university opened by a Guild in Europe, will their responsibilities welcome its first residential students next month. The GDA announced in 2026 that it was to invest €35m in developing for their members, a university dedicated to data analytics research and teaching in response to growing demand from its members. including wellbeing, pensions, training The new GDA University is set on the former The university will initially offer modular “As a Guild we are constantly striving to help and by 2030, site of Urban‑Metro University, which closed courses and accreditation which build into our members develop the skills that have made university education. its doors in 2027. The campus was purchased the three levels of Guild Certification, today’s them so valuable in the workplace,” said Julia Here’s what an by the GDA in 2028 and has undergone an gold standard for data analysis professionals. Hawley, chief executive of the GDA. “Our new education news forum extensive refurbishment and digital upgrade. While applications are accepted from all, those university will track the skills demands within could report in 2030. “We can offer our students the very latest students that are already members of the GDA the industry and move quickly to make sure learning technology and infrastructure,” said will enjoy subsidised fees. that our students leave their education ready to GDA University Vice Chancellor Eino Virtanen. add real value to businesses worldwide.” “As you would expect from a Guild that represents the finest talents in digital analytics, our campus is state‑of‑the‑art.” The GDA is the largest and fastest growing of the Guilds with more than 18m members worldwide. It has run an extensive programme of training courses since it was set up in 2021; its library of MOOCs (massively open online courses) is heavily used by members and non‑members alike and a selection of short residential courses for Guild members was launched in 2025. Read more 27

Workforce of the future: The competing forces shaping 2030 The people d d l management r rl Wo o W challenges in 2030 d e e u R Bl People with ideas and organisations with capital seek Organisations compete to find and secure the best talent Green World companies seek likeminded individuals to Companies use technology to explain their purpose Finding, sourcing and attracting talent each other out in a vibrant online marketplace. Talent is available and use extensive search and evaluation methods extend their corporate family, taking great care to select and cause openly. If their values are right, and the idea attracted by a combination of financial reward and the to lock in the stars of tomorrow. only talent with the right behaviours and attitudes. appealing, talented individuals and relevant Guilds flock opportunity to be involved in winning projects. to help. Those with in‑demand skills expect the highest Performance is obsessively monitored and measured – Organisations focus on total reward, which recognises Fair pay drives the Yellow World; organisations and Reward and performance financial rewards. often in real‑time. Excellent incentives are on offer for the corporate citizenship and good behaviours alongside workers respect each other’s needs and capabilities. best talent, as long as they perform. performance. When disputes occur, the Guild will stand up for its workers. It’s every man and woman for themselves in the Red World Development is concentrated on a small core group of Personal and professional development fuse in areas such Individuals take responsibility for lifelong learning, Learning and development – individuals hold responsibility for improving their own high‑potentials. as volunteering. Companies train people to deal with turning to Guilds for support. skills using a new generation of open‑source learning tools. ethical dilemmas and weigh up difficult economic v social trade‑offs. HR as we know it vanishes, replaced by automation, HR uses advanced analytics to predict future talent HR acts as guardian of the brand. There is a strong focus on The traditional core functions of HR are held by business The role of HR outsourcing and self‑organising teams. demands and to measure and anticipate performance and creating the right culture and behaviours and on guarding leaders, the collective or taken on by Guilds. retention issues. against sustainability and reputational risk across the supply chain. Technology powers the Red World but performance is Sensors and data analytics measure and optimise Technology helps people to build work into their lives and Technology creates and supports the open, honest, Role of technology in managing people judged primarily on short‑term results. performance continuously. minimise their environmental impact. collaborative community of the Yellow World. 28

d d “Technological trends l l r r o will destroy many jobs. Wo W But at the same time also n e ow create numerous jobs.” e l r el G Y Full-time female student, (19) China People with ideas and organisations with capital seek Organisations compete to find and secure the best talent Green World companies seek likeminded individuals to Companies use technology to explain their purpose Finding, sourcing and attracting talenteach other out in a vibrant online marketplace. Talent is available and use extensive search and evaluation methods extend their corporate family, taking great care to select and cause openly. If their values are right, and the idea attracted by a combination of financial reward and the to lock in the stars of tomorrow.only talent with the right behaviours and attitudes.appealing, talented individuals and relevant Guilds flock opportunity to be involved in winning projects. to help. Those with in‑demand skills expect the highest Performance is obsessively monitored and measured – Organisations focus on total reward, which recognises Fair pay drives the Yellow World; organisations and Reward and performancefinancial rewards.often in real‑time. Excellent incentives are on offer for the corporate citizenship and good behaviours alongside workers respect each other’s needs and capabilities. best talent, as long as they perform. performance. When disputes occur, the Guild will stand up for its workers. It’s every man and woman for themselves in the Red World Development is concentrated on a small core group of Personal and professional development fuse in areas such Individuals take responsibility for lifelong learning, Learning and development– individuals hold responsibility for improving their own high‑potentials.as volunteering. Companies train people to deal with turning to Guilds for support. skills using a new generation of open‑source learning tools.ethical dilemmas and weigh up difficult economic v social trade‑offs. HR as we know it vanishes, replaced by automation, HR uses advanced analytics to predict future talent HR acts as guardian of the brand. There is a strong focus on The traditional core functions of HR are held by business The role of HRoutsourcing and self‑organising teams.demands and to measure and anticipate performance and creating the right culture and behaviours and on guarding leaders, the collective or taken on by Guilds. retention issues.against sustainability and reputational risk across the supply chain. Technology powers the Red World but performance is Sensors and data analytics measure and optimise Technology helps people to build work into their lives and Technology creates and supports the open, honest, Role of technology in managing peoplejudged primarily on short‑term results.performance continuously.minimise their environmental impact.collaborative community of the Yellow World. 29

Workforce of the future: The competing forces shaping 2030 What does this mean for jobs? Our Four Worlds of Work are each markedly different, It’s clear that automation will result in a massive This view is supported by business leaders worldwide who but through each runs the vein of automation and the reclassification and rebalancing of work. Some sectors and responded to our most recent CEO survey5. While CEOs are implications of robotics and AI. Will robots eventually roles, even entire sections of the workforce will lose out but keen to maximise the benefits of automation – 52% told replace us all at work? Or will we create a new world where others will be created. us that they’re already exploring the benefits of humans people and machines work alongside each other? It’s the and machines working together and 39% are considering most fundamental – and difficult – question we must ask of Automation will not only alter the types of jobs available the impact of AI on their future skills needs – the majority the future of work. but their number and perceived value. By replacing workers (52%) were also planning to increase headcount in the doing routine, methodical tasks, machines can amplify the coming 12 months. Finding the skills they need has become As more individual tasks become automatable through comparative advantage of those workers with problem‑ the biggest threat to their business, they say, but the skills AI and sophisticated algorithms, jobs are being redefined solving, leadership, EQ (Emotional Intelligence), empathy they’re looking for are particularly telling: problem‑solving, and re‑categorised. A third of people worldwide are now and creativity skills. adaptability, collaboration, leadership, creativity and 4 worried about losing their job to automation . innovation top the list. Those workers performing tasks which automation can’t yet crack, become more pivotal – and this means creativity, innovation, imagination, and design skills will be prioritised by employers. Figure 2: Jobs at risk of automation by country6 US Germany UK Japan 38% 35% 30% 21% 4 PwC survey of 10,029 members of the general population based in China, Germany, India, the UK and the US 5 PwC 20th Annual Global CEO Survey http://www.pwc.com/talentchallenge 6 http://www.pwc.co.uk/economic‑services/ukeo/pwc‑uk‑economic‑outlook‑full‑report‑march‑2017‑v2.pdf 30 100

Adaptability – the key to the future Pivotal talent: The ultimate prize One clear lesson arises from our analysis: adaptability – in organisations, individuals and society – is essential for Automation of routine tasks encourages the increased navigating the changes ahead. specialism we see in the four worlds. This suggests that those workers with the critical skills that It’s impossible to predict exactly the skills that will organisations need will become the ultimate prize be needed even five years from now, so workers and – whether they are full‑time employees or contract organisations need to be ready to adapt – in each of the workers. These are the ‘pivotal’ people – those that worlds we envisage. contribute outsized and absolutely crucial value to their organisation. Inevitably, much of the responsibility will be on the individual. They will need not only to adapt to Finding and keeping these pivotal people will be a organisational change, but be willing to acquire new skills huge challenge in every world. They will be hard to and experiences throughout their lifetime, to try new tasks find and difficult, in a loyalty-light world, to keep. and even to rethink and retrain mid‑career. And in the hard‑driven Red and Blue worlds, the risk of losing pivotal people to burnout or early retirement Governments and organisations can and should do much (comfortably funded by the high rewards they’ll to help: easing the routes to training and retraining, and command) will be a constant worry. encouraging and incentivising adaptability and the critical and increasingly valued skills of leadership, creativity That’s why organisations will need to pay careful and innovation. attention to the employee value proposition – the reasons why these extraordinary people were attracted to working with them in the first place. 74% are ready to learn new skills or completely retrain in order to remain employable in the future. PwC survey of 10,029 members of the general population based in China, Germany, India, the UK and the US – base all those who are not retired 8,459 31

Workforce of the future: The competing forces shaping 2030 Working together as a society – our recommendations Managing the impact of the trends shaping our Four Worlds of Work won’t be easy. It requires collaboration and engagement from governments, organisations and society at large. Together we should: Be deliberate in the way we allow technology Look for innovative ways to address to develop unemployment caused by technology Governments, organisations and society should work All governments will need to address the issue of together to develop a responsible approach and policies unemployment driven by technology. This could include that govern the impact of technology and automation testing social safety nets such as universal basic income on jobs – including a clear discussion on the ethics of AI. and identifying new sources of income for citizens. Governments should engage with organisations developing Underdeveloped countries that will increasingly struggle to the use of robotics and AI at all stages of policy making, to catch up with the rest of the world will need to go further create a pool of thought leaders with a deep understanding and consider radical new approaches. In the long run, they of the interplay between technology and its effect will need to create their own internal markets as their on society7 primary sources of revenue. . 7 www.pwc.co.uk/responsibletech 32

Help people help themselves As the ‘typical’ linear career path ceases to exist, perceptions of the value of the new norm of a ‘portfolio career’ must change. Time does much to shift thinking but incentives are needed too. For many workers job mobility, constant retraining and rotation will become the crucial way of improving their adaptability, employability and usefulness to society. But many people also feel tied to their current career and job because of the pressures of debt and the ‘stickiness’ of employer benefits – whether, that’s student debt, mortgages or loans, or non‑transferable benefits like employer-sponsored healthcare or pensions. This too has implications for wider society. Incentives aimed at encouraging mobility and development of skills will be important. 56% think governments should take any action needed to protect jobs from automation. PwC survey of 10,029 members of the general population based in China, Germany, India, the UK and the US – base all those who are not retired 8,459 33

Workforce of the future: The competing forces shaping 2030 The individual response As individuals – be it workers, students, parents or Plan for an automated world “As individuals – actual human beings – what do we need to consumers – it’s important to have a clear view of what the do to thrive and prosper in whatever the new world brings? future, driven by the megatrends and our own actions, will Find the gaps: In an automated world we will still need The secret for a bright future seems to me to lie in flexibility look like. What role will we play? What actions should we human workers. Whether this is working to develop and in the ability to reinvent yourself. If you believe that the take? What should we tell our children and grandchildren, technology, alongside it – or in narrow, very specialist or future lies in STEM skills and that interests you, train for colleagues, neighbours and friends about the future very human types of employment – the places automation that. But be prepared to rethink if the world doesn’t need so of work? simply can’t compete in yet. Work out where you want many programmers. If you are a great accountant who has to be. prospered by building strong client relationships, think how We believe that individuals should: you can apply that capability, without necessarily having to Get your skills in order: The skills needed for the future be an accountant. Think about yourself as a bundle of skills Understand the big picture are not just about science and technology. Human skills and capabilities, not a defined role or profession.” like creativity, leadership and empathy will be in demand. Pay attention: Understand how technology is developing Identify the skills you need and start to concentrate on how Jon Williams and what it and the other megatrends could mean for the to build them – and how to use them alongside technology. Joint Global Leader, People and Organisation, PwC world of work – and you specifically. Take action Expect the unexpected: Use our four Worlds of Work to consider how different the world could look and plan for Adapt to survive: The human race is infinitely adaptable but multiple scenarios and outcomes. also risk averse. Work out what holds you back – whether structural and financial (loans, mortgages, responsibilities) or emotional. Work out what matters to you and your family and plan for change. Jump on a passing ship: There is no one future‑proof career, only better options for you. Determine how to get to the ‘next better thing’. 34

Figure 3: I have the following skills and attributes 65% 74% (percentage who agree or strongly agree) think technology will believe it’s their own 86%Adaptability improve their job responsibility to update prospects in the future. their skills rather than 85%Problem solving relying on any employer. Collaboration skills PwC survey of 10,029 members of the general population based in China, 81% Germany, India, the UK and the US – base all those who are not retired 8,459 76%Emotional intelligence “Technology and the ability to save so much 74%Creativity and innovation time. I think that a lot of jobs that were needed in 69%Leadership skills the past will no longer be needed. Different 69%Digital skills jobs will be created that demand different 60%Risk management skills skill sets.” Unemployed skilled manual 53%STEM skills worker (46), USA 50%Entrepreneurial skills 100 PwC survey of 10,029 members of the general population based in China, Germany, India, the UK and the US 35

Workforce of the future: The competing forces shaping 2030 The ‘no regrets’ moves for organisations Organisations are faced with an array of choices when looking at the future. This requires an understanding of the possibilities – both desired and undesired – to plan accordingly. Linear predictions Make decisions No matter what the future holds, we believe there are don’t cut it based on purpose some ‘no regrets’ moves that apply universally: and values • Plan for multiple and emerging • Build a future‑looking understanding visions of the future using a of how humans and machines scenarios approach. might collaborate to deliver your corporate purpose. • Understand clearly how each creates different workforce • Clarify your values and behaviours challenges and implications. that underpin your policies, processes, decision‑making and priorities. • Identify and engage with internal and external stakeholders to manage their expectations and co‑create the future of work. • Create an open and transparent narrative on how you are influencing, planning and delivering on the future of work – for your organization, society and individuals. 36

“The technological or robotized workforce [will be the biggest impact on the way we work] but the human work will Embrace technology as a Focus on the humans and always be a unique and force for good the humane determining factor in any organization.” Engineering & Construction sector worker (37), USA • Clarify how robotics and artificial intelligence can • Understand the skills you have in your workforce enable the redesign of work, enhance productivity now (not just the roles your workers currently do) and customer experience, and enable a focus on more and the gaps to the skills you will need in the future. value‑added tasks. Think beyond simplistic concepts like ‘we need more STEM skills’. • Use sophisticated workforce planning and predictive analytics to plan for talent pipelines in multiple • Strengthen innovation, creativity, empathy and future scenarios. leadership capabilities in your business alongside critical technology skills. • Look for ways technology can enhance your people offering for potential and existing employees. • Make talent and capabilities management a matter of urgency – or risk losing the battle to harness technological breakthroughs and innovation in your sector. • Build and nurture adaptability in your workforce by harnessing a flexible talent mix. new ways of working and learning, and radically different career paths. • Redesign traditional ‘one-size-fits-all’ HR programmes and policies to deliver on new learning and development models, career paths, capability models and the redesign of jobs and compensation frameworks. 37

The Future of Work to 2030 Conclusion We’ve outlined in this report four very different models with huge implications for the world of work. The forces shaping these Four Worlds – the impact of megatrends, and automation in particular – cannot be ignored by governments, organisations or individuals. None of us can know with any certainty what the world will look like in 2030, but it’s very likely that facets of the Four Worlds will feature in some way and at some time. Some sectors and individuals are already displaying elements of the Blue and Green Worlds; the Yellow and Red Worlds are more radical, but no less plausible. Those organisations and individuals that understand potential futures, and what each might mean for them, and plan ahead, will be the best prepared to succeed. 38

Appendix How we developed the Four Worlds In 2007, we worked with the James Martin Institute for Science and Civilisation at the Said Business School in Oxford to develop a map of the factors that were influencing business and those that would become more influential in the future. The exercise identified four main influential factors that are creating a ‘push and pull effect’: individualism against collectivism, and corporate integration against business fragmentation. Three worlds become four When we began our research and first built our Worlds of Work scenarios ten years ago (back before the term ‘gig’ talent was coined) we were just starting to recognise the ways that technology could power and sustain a fragmented business world. At the time one of the biggest areas of debate was the tension between individualism and collectivism. The boundaries were so blurred that we created a single fragmented world. In hindsight we were both right and wrong – the platform layer we described in that world is now ubiquitous. The Red and Yellow worlds have also become more ‘realistic’. Ten years ago we weren’t sure that either Red or Yellow world could exist – we thought the Red World just too aggressive and the Yellow World unrealistically focused on social good. Today our view has changed. It could go either way. Use of examples in this report All companies, individuals and products described in our Visions of the Future and Road to 2030 sections are entirely illustrative and bear no relation to any real‑life examples. 39

Workforce of the future: The competing forces shaping 2030 Acknowledgements We would like to thank the following who contributed to this this study: Authors Contributors Justine Brown Padmaja Alaganandan David Lancefield Tom Gosling Cristina Ampil Joao Lins Bhushan Sethi Jon Andrews Rob MacCargow Blair Sheppard Chris Box Sarah McQuaid Carol Stubbings Emily Church Thomas Minet John Sviokla Charles Donkor Sarah Muir Jon Williams Ceri‑Ann Droog Susan Price Daria Zarubina Karen Evans Alla Romanchuk Dee Hildy Faye Sargent Liz Fisher Sophie Holtham Gerald Seegers (Freelance writer and editor) Zina Hunt David Suarez Bridget Jackson Leyla Yildrim Nick Jones Johnny Yu 40

Contacts Carol Stubbings North America Western Europe Central & Eastern Europe Australia Joint Global Leader, People and Organisation Jeff Hesse Peter Brown Alla Romanchuk Jon Williams +44 20 7804 9859 +1 312 298 6881 +44 20 7804 7007 +7 (495) 232 5623 +61 (2) 8266 2402 [email protected] [email protected] [email protected] [email protected] [email protected] Jon Williams Scott Olsen Anthony Bruce Middle East South and Central America Joint Global Leader, +1 646 471 0651 +44 20 7213 4524 People and Organisation [email protected] [email protected] David Suarez Roberto Martins +61 (2) 8266 2402 +971 4304 3981 +55 11 3674‑3925 [email protected] Bhushan Sethi Henk van Cappelle [email protected] [email protected] +1 646 471 2377 +31 88 794 65 63 Justine Brown [email protected] [email protected] China/Hong Kong Africa Director, Future of Work Peter De Bley Johnny Yu Gerald Seegers research programme +32 2 7104321 +86 (10) 6533 2685 +27 (11) 797 4560 Global People and Organisation [email protected] [email protected] [email protected] +44 113 289 4423 [email protected] Charles Donkor South East Asia +41 58 792 4554 [email protected] Nicky Wakefield +65 6236 7998 Till Lohman [email protected] +49 40 6378‑8835 [email protected] India Padmaja Alaganandan +91 80 4079 4001 [email protected] 41

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