New Research Reveals Risks of Accelerated Workplace Redesign in the Age of AI
In a rapidly evolving work landscape, companies are increasingly leveraging artificial intelligence (AI) to reshape job roles, streamline operations, and rethink organizational structures. However, a recent study from Coqual Global Lab, a division of the Center for Talent Innovation (CTI), raises alarm over the potential implications of these changes. Titled "Borrowing from Tomorrow: How to Fight the Hype and Design the Future of Work on Purpose," the report suggests that while short-term gains may be evident, companies could be jeopardizing the very human capabilities they will require in the future.
Released on September 30, 2026, the research offers a sobering perspective on the current state of workplace transformation. A mere 40% of executives surveyed claim to have a comprehensive understanding of their organization’s strategic priorities for the upcoming year. Alarmingly, only 35% have a clear grasp of their workforce priorities, and a mere 30% confidently understand the nuances of their customer base. This lack of awareness highlights a broader issue: critical human perspectives and experiences often remain unconsidered in the decision-making processes shaping the future of work. Nearly half of the decision-makers involved reported that diverse human considerations are frequently overlooked in pivotal areas like AI governance, workflow redesign, and workforce restructuring.
Emily Gawlak, the lead researcher and Executive Director of CTI's Global Lab, emphasizes that companies are currently making many pivotal choices about automation, job redesign, and capability requirements. These decisions do not merely dictate how work is done; they are also integral to the future organizational framework. This raises a crucial question: are leaders intentionally crafting the organisation they wish to become, or are they passively allowing it to evolve?
The report introduces the concept of the 'Human Talent Deficit,' illustrating the gap between the essential human capabilities necessary for creating future value and what current operational models allow employees to develop and contribute. Additionally, the report posits that the use of AI can obscure these risks, making it easier to hastily implement changes that eliminate significant learning and judgment-building opportunities. For instance, discarding an entry-level task for efficiency may inadvertently hinder the development of critical skills among staff. Decisions that prioritize speed may inadvertently strip away valuable management layers integral to knowledge transfer and relationship building within the company.
The essence of these findings highlights that the future of work is not solely about adapting to new technologies or processes; it's also about ensuring equitable access to opportunities for skill development and advancement in a shifting landscape. As companies modify job roles and workflows, they influence who participates in the learning and leadership narratives.
The report stresses that organizations should not shy away from change; rather, leaders must fully comprehend the implications of current working methods before introducing new alternatives. To facilitate this, the report outlines four key 'Design Bridges' aimed at ensuring strategic clarity while allowing for organizational transformation amidst uncertainty:
1. Strategic Coherence: Clearly define the organizational value to be created and the time horizon for achieving it.
2. Distributed Accountability: Maintain alignment of authority and accountability as decision-making becomes decentralized across functions, vendors, and technology.
3. Organizational Depth Perception: Incorporate both operational know-how and human experiences into critical decisions.
4. Applied Insight: Actively learn from the evolving organization while there’s still time to make necessary adjustments.
These Design Bridges provide organizations with the framework needed to transition from unintentional transformation to a more sustainable model that creates value both in the present and prepares for the future.
The publication of "Borrowing from Tomorrow" is also notable for marking Coqual's reversion to its original name, the Center for Talent Innovation. Since its inception more than two decades ago, CTI has focused on uncovering the often-overlooked dynamics that shape talent management, career progression, and workplace culture. As organizations grapple with major decisions related to AI, work design, and talent development, CTI's insights become increasingly crucial.
CTI's work highlights that as companies redefine work processes, they inevitably alter the trajectory of how employees learn, lead, and advance within their organizations. Jennie Glazer, the CEO of CTI, asserts that their mission is to equip leaders with the vision to understand the broader impacts of their strategic decisions, incorporating insights from research and the perspectives of industry leaders.
In conclusion, while the future of work remains unpredictable, it can certainly be shaped deliberately. The findings from "Borrowing from Tomorrow" serve as a call to action for organizations to engage in purposeful design and innovation, focusing on the essential human elements that will sustain their growth and success.
The research conducted for "Borrowing from Tomorrow" draws on insights from a survey of 173 organizational decision-makers, coupled with 44 in-depth interviews with industry leaders, practitioners, and consultants. The findings are reinforced by collaborative discussions, executive sessions, and CTI's extensive body of research regarding talent, leadership, and organizational systems.
The Center for Talent Innovation (CTI) is an independent nonprofit organization dedicated to enhancing the dynamics of talent management within organizations. Through its unique combination of original research and practical guidance, CTI assists organizations in navigating the complexities of workforce transformation, thereby ensuring better choices for their employees and their overall business strategy.
Released on September 30, 2026, the research offers a sobering perspective on the current state of workplace transformation. A mere 40% of executives surveyed claim to have a comprehensive understanding of their organization’s strategic priorities for the upcoming year. Alarmingly, only 35% have a clear grasp of their workforce priorities, and a mere 30% confidently understand the nuances of their customer base. This lack of awareness highlights a broader issue: critical human perspectives and experiences often remain unconsidered in the decision-making processes shaping the future of work. Nearly half of the decision-makers involved reported that diverse human considerations are frequently overlooked in pivotal areas like AI governance, workflow redesign, and workforce restructuring.
Emily Gawlak, the lead researcher and Executive Director of CTI's Global Lab, emphasizes that companies are currently making many pivotal choices about automation, job redesign, and capability requirements. These decisions do not merely dictate how work is done; they are also integral to the future organizational framework. This raises a crucial question: are leaders intentionally crafting the organisation they wish to become, or are they passively allowing it to evolve?
The report introduces the concept of the 'Human Talent Deficit,' illustrating the gap between the essential human capabilities necessary for creating future value and what current operational models allow employees to develop and contribute. Additionally, the report posits that the use of AI can obscure these risks, making it easier to hastily implement changes that eliminate significant learning and judgment-building opportunities. For instance, discarding an entry-level task for efficiency may inadvertently hinder the development of critical skills among staff. Decisions that prioritize speed may inadvertently strip away valuable management layers integral to knowledge transfer and relationship building within the company.
The essence of these findings highlights that the future of work is not solely about adapting to new technologies or processes; it's also about ensuring equitable access to opportunities for skill development and advancement in a shifting landscape. As companies modify job roles and workflows, they influence who participates in the learning and leadership narratives.
The report stresses that organizations should not shy away from change; rather, leaders must fully comprehend the implications of current working methods before introducing new alternatives. To facilitate this, the report outlines four key 'Design Bridges' aimed at ensuring strategic clarity while allowing for organizational transformation amidst uncertainty:
1. Strategic Coherence: Clearly define the organizational value to be created and the time horizon for achieving it.
2. Distributed Accountability: Maintain alignment of authority and accountability as decision-making becomes decentralized across functions, vendors, and technology.
3. Organizational Depth Perception: Incorporate both operational know-how and human experiences into critical decisions.
4. Applied Insight: Actively learn from the evolving organization while there’s still time to make necessary adjustments.
These Design Bridges provide organizations with the framework needed to transition from unintentional transformation to a more sustainable model that creates value both in the present and prepares for the future.
The publication of "Borrowing from Tomorrow" is also notable for marking Coqual's reversion to its original name, the Center for Talent Innovation. Since its inception more than two decades ago, CTI has focused on uncovering the often-overlooked dynamics that shape talent management, career progression, and workplace culture. As organizations grapple with major decisions related to AI, work design, and talent development, CTI's insights become increasingly crucial.
CTI's work highlights that as companies redefine work processes, they inevitably alter the trajectory of how employees learn, lead, and advance within their organizations. Jennie Glazer, the CEO of CTI, asserts that their mission is to equip leaders with the vision to understand the broader impacts of their strategic decisions, incorporating insights from research and the perspectives of industry leaders.
In conclusion, while the future of work remains unpredictable, it can certainly be shaped deliberately. The findings from "Borrowing from Tomorrow" serve as a call to action for organizations to engage in purposeful design and innovation, focusing on the essential human elements that will sustain their growth and success.
Methodology
The research conducted for "Borrowing from Tomorrow" draws on insights from a survey of 173 organizational decision-makers, coupled with 44 in-depth interviews with industry leaders, practitioners, and consultants. The findings are reinforced by collaborative discussions, executive sessions, and CTI's extensive body of research regarding talent, leadership, and organizational systems.
About the Organization
The Center for Talent Innovation (CTI) is an independent nonprofit organization dedicated to enhancing the dynamics of talent management within organizations. Through its unique combination of original research and practical guidance, CTI assists organizations in navigating the complexities of workforce transformation, thereby ensuring better choices for their employees and their overall business strategy.
Topics General Business）
【About Using Articles】
You can freely use the title and article content by linking to the page where the article is posted.
※ Images cannot be used.
【About Links】
Links are free to use.