This study was conducted by Forrester’s Custom Content Consulting Practice. Get in touch to discuss your custom content needs and goals. Learn more about all of Forrester's consulting capabilities.
JUNE 2020
Successful companies have a future-of-work (FOW) view that accounts for the forces of advancing automation — scale, control, and convergence. A successful FOW view will use automation to build strategies aimed at reducing risk from global disruptions, including pandemics, climate change, and trade wars. Resiliency, the ability to recover quickly from disruptive change, is now a front-page headline. And the main topics of today’s resiliency story are business continuity, work distribution, cloud migration, and cost efficiency.
Companies that understand how automation will change their business, and build the structure, processes and culture to help their entire workforce navigate both gradual and unexpected changes, will be more successful. Companies that prepare for the impact intelligent automation has on the future of work not only have more successful automation programs, but experience a broad set of business benefits..
It is critical that firms begin to plan for the future of work, applying intelligent automation to support both their business and their workforce as a result of global disruptions. Forrester has created a readiness model that has found that those firms with high-readiness scores are at a competitive advantage both now and in the future.
To better understand how firms are preparing for the future of work, and how best practices for automation and human-machine collaboration can affect the organization, we created a future of work readiness model. This model is based on 17 practices and capabilities implemented today in three categories, scored on a 5-point scale:
Workforce preparation and change management.
Engagement and attitudes.
Adoption and technology.
Using the model, Forrester fielded a survey to determine how organizations are preparing for the future of work. We surveyed operational executives who are already undertaking automation programs of significant technological scope and can therefore be viewed as leaders in this space. We assessed respondents against our readiness model and looked at the different responses of those who scored in the bottom (low readiness), middle (intermediate readiness) and top-third (high readiness) of our model.
Analyzing the differences between our high- and low-scoring respondents can give insights into best practices, key challenges, and priorities for firms preparing for intelligent automation and the future of work.
Custom recommendations on how your firm can prepare for the future of human/machine collaboration and put your workers in a position to succeed.
An estimation of how much future of work readiness can benefit your organization based on your peers.
This study was conducted by Forrester’s Custom Content Consulting Practice. Get in touch to discuss your custom content needs and goals. Learn more about all of Forrester's consulting capabilities.
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