There were 65 of us. We gathered at Nyenrode Business Universiteit just outside Amsterdam for the Shape The Future Conference. Everyone present was a senior practitioner involved in all aspects of talent development and human resources. What brought us together was a belief that the collective impact of this group could play a crucial role in shaping the fast-changing world of work if it were aligned and focused. Over a million people at work are touched by this group. The ripples could go far and wide.
Four themes to shape the future
This was a chance for people to reflect and think deeply about four connected themes. The first was how AI could be directed and harnessed for the good of the workforce, the organisation and the world; to make AI a productive force for good that enhanced working lives rather than destroyed them.
The second theme was how that first idea intermeshes with the skills agenda and the huge task of reskilling the workforce to keep it relevant. The third area was focused on the bigger sustainability picture. This was not about small, local issues but how the collective workforces of the world could help build a more sustainable future for everybody.
Finally, our focus shifted to a debate about what leadership development could look like in a world with no certainty, and where the best strategic guidance grew from collective and diverse sources rather than one person in a room having great thoughts.
Key event takeaways
Much of our lives is ruled by uncontrollable sociopolitical changes, so some sustained thinking about what we can do, and what we have some control over, banishes fear and helps us focus on what is possible. Rather than running away from the significant challenges that are exploding around us like pieces of philosophical ordinance, we can work on them collectively. Putting people firmly into this mix may be the key ingredient for success.
So what emerged from this discussion among the people who know the most about people? It was not just the separate themes that were important; it was the link between them that created real symbiosis.
How to make AI a force for good
To deliver AI for good, we need more than technologists. AI is a tool that needs to be incorporated into the workflow, as other tools have been over the decades. The most powerful uses of AI occur when the resulting productivity gains are generously shared, not selfishly guarded by individuals.
Adding agenetic AI into the mix allows the realisation of both human potential and business productivity. AI could be a massive force for good, allowing routine processes to be delegated to AI so that the human focus is on the bigger, more demanding issues that challenge us every day. AI will only increase productivity by creating more meaningful work, by freeing up time to focus on what is big and important, not small and routine.
The devolution of skills development
It was quite clear that a dry, dusty skills portfolio has no real future. The skills agenda is linked to the nature of the work and has a context. That context involves human beings working together and solving their own problems.
Essentially, skills need to be comprehensive but contextualised. They need to drive the workflow and be generative so that new skills can be built continuously. Finally, skill development should be devolved. You don’t do this to people; you encourage them and support them to manage their own transformations in context and in real time.
The role of business in sustainability
Sustainability is a mind-numbing concept. Our ecosystem shifts are almost beyond human comprehension. But workplaces, big and small, can make an impact – either directly or by supporting relevant initiatives. Some of the ways in which climate change is being reversed are nothing short of miraculous. To continue this trajectory requires coordination between communities, companies, countries, and continents.
Leading with human skills
The world of work’s ability to act decisively and comprehensively is a drawing board for building a different kind of world, and leaders at all levels can impact this. Developing these leaders must change, and our leadership discussion should focus on leading with human skills.
A quotation from Andrew Scott, the Professor of Economics at London Business School, framed our leadership discussion. He said, “As machines get better at being machines, humans have to get better at being more human”. This idea alone drives a huge agenda.
The leadership discussion was built around four simple frames:
- Leading the self, while embracing curiosity and lifelong learning
- Understanding the need to act and having the courage to act
- Leading others by building trust and coaching to support transformation
- Leading organisations to unlock possibilities, focus on whole-systems thinking and drive change
The ripples continue
The conversations that began at Nyenrode don’t end here. This group will continue its work in London and Madrid, building on the collective thinking that makes these discussions so valuable. When the people who shape the world of work align around a shared purpose, the ripple effects reach far beyond any single conference room.
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