The leaders of organisational change and reform must be Pitchmen. They must constantly persuade the workforce to engage intellectually with the idea of change, but most importantly, they seek a voluntary commitment to change behaviour.

Management does not have a deep sense of time or history, so we will continue to re-learn age-old behaviour, work, and organisation lessons as we build the new machine. However, we can be sure that people will always be the critical and essential element of work and organisation. 

The word disruption is losing all meaning through indiscriminate overuse. This is particularly true for the phrase ‘digital disruption’. It is also becoming true for the phrase ‘future of work’, which maps out disruptive forces impacting the workforce and organisation.

The future of work is a mystery, not a puzzle. Not only don’t we have enough information about the future of work, but we may not even have the tools to help us frame the problem correctly.

As with all new technology, the underlying concern is: do we know what we are losing?