3 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 right talent is fierce. And ‘talent’ no longer means the same as ten years ago; many of the roles, skills and job titles of tomorrow are unknown to us today. How can organisations prepare for a future that few of us can define? How will your talent needs change? How can you attract, keep and motivate the people you need? And what does all this mean for HR? 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. In this report we look in detail at how the workplace might be shaped over the coming decade. Our report draws on research begun in 2007 by a team from PwC and the James Martin Institute for Science and Civilisation at the Said Business School in Oxford and a specially commissioned survey of 10,000 people in China, India, Germany, the UK and the US. This has given us insights into how people think the workplace will evolve and how this will affect their employment prospects and future working lives. Our thanks to all those who kindly shared their perspectives. No exploration of the future of work will ever be conclusive. Indeed, one of the defining characteristics of our age is 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 Global Leader, People and Organisation, PwC