Location selection and footprint optimization must shake historical norms around workforce composition and skillset profiles. They must consider a rapidly evolving landscape around the Future of Work: its implications on the nature of work (what is done by humans or machines), who does the work (drawing from an open talent continuum), and where the work is performed.
Location strategy has traditionally leveraged historical business norms and technical workforce profiles as a template for use in the selection of new sites, or optimization of existing sites. Exponential developments in technology are dictating that, prior to selecting new sites, business leaders must now ask themselves “what is the Future of Work for my organization, how will it affect how we work, and how will it impact where we work?”
Organizations are being pushed to reinvent how they think about work tasks, the geographic work location, and the work environment. To prepare their organizations for the future, CEOs need to nurture a workforce that strikes the balance between human and machine talent, and which expands the definition of the human workforce. CEOs and their leadership team should consider:
1. How to orchestrate workforce augmentation by integrating machines to increase productivity, automate routine tasks, and leverage human skills to drive unique competitive advantages. Business leaders need to determine the intersection between human activity and machine activity to elevate capabilities and increase productivity.