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The digital age brings us the opportunity to do more than just “a better job,” and to be truly hyper-productive. This is of special significance for businesses that are not digital-native yet but keenly aspire to become more digital. But perhaps the most compelling aspect of the future of work or hyper-productive work is the fact that it will leverage alternate and more inclusive talent pools to execute jobs—jobs that are only just emerging in the digital era.
HFS, in conjunction with Infosys, surveyed 100 C-level executives and functional heads across the globe to understand how they are evolving their enterprises to meet the changing business environment. Crucially, throughout this study, we examine how enterprises are coming to the quick realization that to be successful in the modern economy, they must embrace three core pillars to build a hyper-productive workplace:
Key insights from this preliminary research include
As you’ll discover when reading this report, the next decade presents a significant opportunity for those willing to embrace the talent, culture, and technology pillars of hyper-productive work.
Exhibit 1: Culture, technology, and talent are the three pillars of hyper-productive work
Sample: 100 C-level and business unit or function heads from Global 2000 enterprises
Source: HFS Research, 2020
Exhibit 2: The majority of executives believe technology will augment and enrich current jobs
Sample: 100 C-level and business unit or function heads from Global 2000 enterprises
Source: HFS Research, 2020
Exhibit 3: Attributes of the hyper-productive work culture will need an interdisciplinary collaboration and an inclusive and diverse workforce
Sample: 100 C-level and business unit or function heads from Global 2000 enterprises
Source: HFS Research, 2020
Exhibit 4: Organizations don’t have their talent strategies ready
Sample: 100 C-level and business unit or function heads from Global 2000 enterprises
Source: HFS Research, 2020