Soon, robots, smart machines, and connected devices will become part of our offices and homes. The landscape of our personal and professional lives will change far faster than we anticipate. Recruitment will change. Employees may report to machines. Our ideas of supervision, culture, accountability, and ethics will be tested.
In this context, understanding the future operating model becomes critical. The current operating model may have a shockingly short shelf life.
As this landscape evolves, we must look ahead and shape our organisations and homes intentionally, rather than by default. This is also the right time to revisit our values and mission. If technology is changing everything around us, we must ask whether our values still hold—and whether we are prepared to stand by them as new capabilities emerge.
What I observe instead is that many organisations are busy playing with the toys of emerging technologies. The real work is not experimentation alone. The real work is laying the foundations of the future game—its rules, its boundaries, and our role within it—based on what we know today.
