The future of work has moved from being a distant planning exercise to an immediate business priority. Leaders are rethinking how work gets done as technology develops and employee expectations shift. Preparing for what comes next now means building workplaces that can adapt as tools change and roles develop while still putting people first. It also requires businesses to make choices today that will influence how effectively they operate down the line.
To find out what 667,637 opinions of business leaders in the USA were about the future of work, we utilized AI-driven audience profiling to synthesize insights from online discussions over 12 months, ending on August 14th, 2026, to a high statistical confidence level. The findings point to how business leaders are approaching the future of work, including their priorities, concerns, expectations, and the changes they believe will have the greatest impact on their organizations.
Methodology and data
Sourced using Artios from an independent sample of 667,637 opinions of business leaders in the USA across X, Quora, Reddit, Bluesky, TikTok, and Threads. Responses are collected within a 95% confidence interval and 5% margin of error. Results are derived from what people describe online, from opinions expressed, not actual questions answered by people in the sample.
Do business leaders have a formal future of work strategy in place?
Approximately 55% of business leaders have a fully implemented formal future of work strategy in place; 19% are unsure whether a partial strategy is in place; and 9% have a strategy that is not currently an active priority. A further 17% describe their strategy as fully implemented in principle but acknowledge it lacks the formality of a documented framework.
Formality is not uniform:
As AI reshapes entry-level jobs and creates a two-track labor market, having a formal future of work strategy becomes even more critical for business leaders. 55% absolutely have a formal strategy in place that’s fully implemented, but 17% don’t really have this level of formality in place, despite their strategy being fully implemented. This points to a more casual approach that’s still facilitated adoption in the workplace.
Comparatively, 19% are unsure whether a formal future of work strategy is somewhat in place, and for 9%, although a strategy is absolutely in place, it’s not currently a priority. This suggests leaders are confident in their planning and are focusing elsewhere for now.
Who owns future of work planning at business leaders’ companies?
At 60% of business leaders’ companies, HR or people leaders are absolutely responsible for future of work planning; 29% agree those in these roles are likely responsible, but 7% say HR or people leaders are not responsible at all; comparatively, just 3% agree that the CEO or founder is absolutely responsible for this planning
Planning for the future of work is putting leadership in the driver’s seat:
HR or People Leaders overwhelmingly own future of work planning at business leaders’ companies. At 60% of business leaders’ organizations, those in these roles are absolutely responsible, and another 29% are likely responsible, while 7% aren’t responsible at all. This puts the people function at the center of decisions about how work is organized and what capabilities the business will need in the future.
Gartner describes future of work strategy as an integrated planning process that prepares HR for changing workforce needs, talent gaps, cost pressures, and emerging technologies while aligning HR strategy with business strategy. This gives HR ownership a clear strategic basis, since the role helps ensure workforce planning develops alongside the wider direction of the business.
CEO or founder ownership is much less common, with just 3% absolutely responsible in business leaders’ organizations. Where responsibility does sit at the top, future of work planning is more likely to be treated as a company-wide strategic issue rather than an HR initiative alone. CEOs and founders can connect workforce decisions directly to growth plans, technology investment, operating models, and the kind of organization they want to build.
What is the top priority in business leaders’ future of work strategies?
79% of business leaders’ top priority in their future of work strategy is absolutely employee well-being; it’s a strong priority for 6%, and somewhat important for 2%, while employee well-being isn’t a priority for 7%, and 4% are prioritizing productivity and efficiency
Business leaders are rethinking what strong performance depends on:
Employee well-being dominates business leaders’ future of work priorities. 79% consider it absolutely the top priority, while 6% see it as a strong priority. It’s somewhat important for another 2%, but 7% don’t consider it a priority. The emphasis on well-being points to leaders recognizing how closely employee health, engagement, retention, and performance are tied to the way work is designed and managed.
Gallup puts a clear financial figure on the downside of neglecting it. Its well-being research estimates $20 million in lost opportunity for every 10,000 employees when workers are struggling or suffering. For business leaders, well-being is an employee benefit with direct operational and financial value. Stronger well-being can support performance, reduce absence, and help employees stay more engaged with their work.
Productivity and efficiency rank much lower as a future of work priority. Just 4% of business leaders in our audience consider them absolutely the top priority, while fewer than 1% don’t view them as a priority. Leaders are increasingly treating performance as an outcome of creating the right conditions for people to work effectively. This puts more emphasis on sustainable output rather than simply asking employees to do more with less.
How confident are business leaders in their companies’ future of work readiness?
86% of business leaders are somewhat confident in their company’s future of work readiness, and 5% are very confident, but 9% are not prepared at all, and 1% are somewhat unprepared
Future of work readiness is still a work in progress:
Business leaders are broadly confident in their companies’ future of work readiness, but most stop short of feeling fully prepared. 86% are somewhat confident, which points to organizations having some of the right foundations in place while still expecting further work around skills, technology, workforce planning, or new ways of working.
Recent PwC research divided CHROs into two groups based on their self-reported confidence. 52% of the more confident group had taken action to develop future of work strategies, compared with 36% of their less confident peers. This links stronger confidence with more concrete preparation for how work and workforce needs may change.
Only 5% of our audience are very confident. For this smaller group, readiness is more likely to be embedded into how the business already operates. Clear ownership and adaptable workforce plans can give leaders greater certainty about how the company will respond as skills needs and ways of working change.
At the other end, 9% are not prepared at all, and 1% are somewhat unprepared. For these companies, future of work decisions are more likely to happen in response to change rather than ahead of it. Skills needs can emerge before people are ready to meet them, while new ways of working may be introduced without enough preparation behind them.
How open are business leaders’ employees to future of work changes?
34% of business leaders’ employees are somewhat resistant to future of work changes, while 15% are neutral, 30% are somewhat open, and 21% are very open and enthusiastic to these changes
The future of work is testing employees’ appetite for change:
Employee openness to future of work changes is mixed. 34% of business leaders see their employees as somewhat resistant. This group may need more than general reassurance before embracing new ways of working. Employees are more likely to feel prepared when they understand how their roles may change and what support will be available as they adapt.
Another 30% have employees who are somewhat open. Their support may strengthen when they can see practical benefits in their own work. Early evidence that a new way of working makes day-to-day tasks easier or more effective can help turn cautious acceptance into more active participation.
A new frontier of work
KPMG predicts that employees will take on new and different roles while working alongside AI-powered systems and processes. Pew Research gives some indication of how workers may feel about that kind of change. 52% of U.S. workers are worried about the future impact of AI in the workplace, compared with 36% who feel hopeful. This helps explain why openness to future of work changes can sit alongside uncertainty, especially when employees are considering how technology may affect their roles.
For 21% of business leaders in our audience, employees are very open and enthusiastic. These employees can give companies an early group willing to test new approaches and help build confidence among colleagues. Employees are neutral for the remaining 15%, making their eventual response more likely to depend on what they experience as changes are introduced.
What matters most to business leaders for future of work talent retention?
Career growth opportunities are very important for future of work talent retention for 49% of business leaders, while company culture and purpose did not surface as a frequently discussed factor in this dataset.
Keeping talent depends on giving people a reason to stay:
Career growth opportunities matter most to business leaders for future of work talent retention, with 49% considering them very important. Growth gives employees a reason to see their current role as part of a longer-term path rather than a fixed position. Clear opportunities to build skills, take on greater responsibility, or move into new roles can make staying with the company feel more worthwhile.
Harvard Professional Development links employee development with higher productivity and job satisfaction. It notes that employers who encourage workers to pursue professional development can strengthen the team while supporting better outcomes for employees. This adds practical weight to the retention value of career growth, since development can improve how employees feel about their work while also increasing the value they bring to the business.
It is worth noting that company culture and purpose did not generate significant discussion in the online conversations analyzed for this finding. This reflects the nature of the data source — social media discussions about talent retention tend to focus on tangible, career-specific factors. It does not diminish the well-established role that culture and purpose play in retention, which is documented extensively in broader workforce research.
What is the biggest skills gap for future of work success among business leaders?
Leadership and management skills are the skills that are somewhat lacking for 40% of business leaders, but they’re not a major issue for 58%, and 1% say there is no gap at all, while adaptability and change management and digital and AI literacy don’t reveal any skills gaps for future of work success
Preparing for the future of work means knowing where capability still needs to grow:
Leadership and management skills stand out as the clearest skills gap for future of work success among business leaders. 40% consider them somewhat lacking, while 58% don’t see them as a major issue and 1% see no gap at all. Leadership capability can become more important as managers guide employees through changing roles and new ways of working. Strong leadership also gives organizations someone who can translate wider business changes into clear expectations for teams.
The U.S. Chamber of Commerce argues that one of the solutions for closing skills gaps is increasing upskilling initiatives for current employees, giving companies a way to develop needed skills internally. For leadership and management gaps, this can mean building capability among people who already understand the organization and its workforce.
When it comes to adaptability and change management and digital and AI literacy, neither capability surfaced significantly in the online conversations analyzed for this dataset. This does not mean organizations have fully closed these gaps — it more likely reflects the topics people were choosing to discuss online during this period, which skewed toward leadership and management challenges. Both adaptability and digital literacy remain widely recognized as critical future of work capabilities by researchers and workforce planners, and their absence from this dataset should be noted rather than interpreted as an absence of need.
Is leadership training part of business leaders’ future of work plans?
An ongoing investment in leadership training as part of their future of work plan is absolutely essential for 19% of business leaders, and likely included for 19%, yet it’s not a main focus for 10%, and for 1% it’s not part of the plan; another 3% are considering leadership training, and 3% have planned for it this year, but it’s not a priority for 2% of leaders
Leadership capability has to keep pace with how work is changing:
Leadership training is already a significant part of future of work plans. Ongoing investment is absolutely essential for 19% of business leaders, and likely included for 58%, while 10% see it as less of a focus and 1% place it outside the plan. Continued development gives managers more opportunity to build leadership capability as workforce needs change, rather than waiting for a specific challenge to expose a gap.
The WEF’s 2025 Future of Jobs Report adds useful context. 61% of employers consider leadership and social influence a core workforce skill, and its importance is expected to grow through 2030. This gives ongoing leadership development a clear future-facing role.
Training still a priority
Among those considering it, 3% of business leaders see leadership training as absolutely essential, while fewer than 1% are likely to include it and it’s not part of the plan for less than 1%. This shows that leadership development can gain strategic importance before companies have settled on how it will be delivered or incorporated into their plans.
Training planned for this year is absolutely essential for 1% and likely included for 2%. A defined timeframe gives these companies a chance to build leadership capability before wider workforce changes place greater demands on managers.
Though not a priority, 2% of our audience see leadership training as absolutely essential, and will likely be included for less than 1%, showing some tension between overall priority and perceived value. Among those with no current plans, fewer than 1% still consider it absolutely essential. Recognition can exist before formal investment follows.
Is succession planning part of business leaders’ future of work strategies?
For 11% of business leaders, succession planning is absolutely essential part of future of work strategy but is not applicable yet; and it’s somewhat important but not yet applicable to 27%, but it’s not a main focus for 8%, and 1% are not considering it at all; 22% see succession planning as essential but have no current process, but 5% are not concerned with it; However, 10% have an informal process in place, 8% have formalized the process, and fewer than 1% are starting to plan
Future-ready businesses need to know who can step up next:
Succession planning sits at very different stages within business leaders’ future of work strategies.
Where it’s not applicable yet, 11% still consider succession planning absolutely essential, 27% somewhat important, 8% not a main focus, and 1% aren’t considering it at all. Some companies recognize the need to think ahead even before succession becomes an immediate operational issue.
Among companies with no current process, 22% still see succession planning as absolutely essential, 5% as somewhat important, 4% as less of a focus, and 2% aren’t considering it. The gap here is between recognizing the importance of continuity and having a process in place to support it.
Moving from informal to formal succession planning
For those using an informal process, 5% of business leaders consider succession planning absolutely essential, another 5% somewhat important, and fewer than 1% see it as less of a focus. Informal planning helps companies identify potential successors and development needs without yet relying on a fully structured system.
Where a formalized process already exists, 3% see succession planning as absolutely essential, 5% as somewhat important, and fewer than 1% see it as less of a focus. A formal process makes succession planning more repeatable and less dependent on last-minute decisions when key roles change.
Among those starting a plan, less than 1% of our audience consider it absolutely essential and less than 1% somewhat important. This group is at the earliest stage of turning succession planning from an idea into a defined part of future workforce preparation.
How central is contract talent to business leaders’ future of work plans?
96% of business leaders are actively reducing the use of contract talent as part of their future of work plans; however, contract talent is somewhat central to these plans, it plays a minor role for 1%, and it’s very central for another 1%, while no one is currently not using this talent
Building the workforce of the future means deciding what belongs in-house:
Even though MIT Sloan quotes research that contract employees now make up more than one in ten U.S. workers, contract talent is not central to future of work plans for most business leaders in our audience.
96% are actively reducing their use of contract talent. This points to companies placing more emphasis on building capability within their permanent workforce, which can give them greater continuity and make it easier to retain knowledge inside the business.
Comparatively, 2% see contract talent as somewhat central, while 1% consider it very central. A further 1% give contract talent only a minor role, while none of the business leaders in our audience report not using it at all. These lower numbers indicate that while contract talent remains part of some organizations’ workforce strategies, it’s generally treated as a supporting resource rather than a core component of long-term workforce planning.
Are business leaders outsourcing more due to future of work shifts?
The majority of business leaders are seeing some increase in outsourcing due to future of work shifts, while a meaningful minority are seeing no change.
Outsourcing’s impact reveals how workforce strategies are evolving:
The outsourcing picture is more nuanced than a single headline. Roughly half of business leaders in our audience — approximately 52% across those seeing “yes, somewhat more” — are experiencing an increase in outsourcing as a result of future of work shifts. Another 38% report no meaningful change in their current outsourcing levels.
In 2025, the U.S. outsourcing market was valued at $175.64 billion and is expected to reach $270.37 billion by 2034. The uptick visible in this data suggests that future of work pressures — technology transitions, skills gaps, and workforce restructuring — are pushing organizations toward external providers for specific capabilities even as they reduce contract headcount internally.
This apparent tension — simultaneously reducing contract talent while increasing outsourcing — reflects a deliberate strategic shift. Organizations are moving away from flexible internal contractor arrangements and toward more defined outsourcing relationships that provide specialized capability without the overhead of ongoing contract management.
How central is DEI to business leaders’ future of work strategies?
DEI is not applicable to 84% of business leaders’ future of work strategy, and 16% have not currently addressed whether DEI will be central to their strategy
DEI is facing a more uncertain place on the future of work agenda:
DEI isn’t central to future of work strategies for most of the business leaders in our audience. Forbes has reported a wider U.S. roll back from corporate DEI commitments amid growing political and legal pressure.
For 84% of business leaders, DEI is not applicable to their organization. In these companies, inclusion may be handled through broader people policies rather than treated as a separate future of work priority.
The remaining 16% of our audience are not currently addressing DEI. This leaves the issue outside current strategic planning, whether because other workforce priorities are taking precedence or the organization has not yet decided how DEI should fit into its future approach.
How is AI shaping business leaders’ future of work plans?
95% of business leaders are considering AI in their future of work plans; it’s core to 4%’s strategy, and 1% are actively avoiding AI in their future of work strategy, while no one mentions it not currently being a focus or exploring AI currently, or piloting it
The future of work is forcing businesses to decide what role AI should play:
AI is already shaping business leaders’ future of work plans, even where it hasn’t yet become a core part of strategy. IBM distinguishes between near-term AI gains and the more ambitious initiatives needed to prepare an organization for the future of work. It argues that deeper transformation requires careful attention to human-machine collaboration, workflows, and employee experience. This gives broader strategic context to the 95% of our audience considering AI, since moving from interest to a core future of work strategy involves more than adopting individual AI tools.
Another 4% consider AI core to their strategy. For these companies, AI is more likely to influence how work is organized and which capabilities the workforce needs. It can also affect how human and AI contributions fit together.
The remaining 1% are actively avoiding AI. A more cautious approach can give businesses greater control over risk and implementation, but it may also limit opportunities to learn where AI could improve work or support employees.
No opinions were expressed in the online conversations analyzed about AI not currently being a focus or being explored or piloted. Even so, exploration and piloting can provide a useful bridge between initial consideration and wider strategic adoption.
Which AI tools support future of work most for business leaders?
AI-powered analytics are essential for the future of work for 8% of business leaders, helpful for progress for 11%, and somewhat useful for 5%, but not supportive for 1%, generative AI is essential for the future for 5%, helps progress for 14%, and somewhat useful for 5%, but 2% don’t think it’s supportive, while HR or recruiting tools are essential for 5%’s future, helpful for another 5%, somewhat useful for a further 5%, and not supportive for 2%, 13% agree AI tools are essential for the future for automation or workflows and 4% think they’re helpful for progress, while 15% don’t currently use AI and don’t find them supportive
The value of AI depends on where businesses put it to work:
The AI tools that most support business leaders’ future of work plans each offer a route to better decisions or more efficient work. AI-powered analytics are essential for the future for 8%, helpful for progress for 11%, somewhat useful for 5%, and not supportive for 1%. Their value lies in helping leaders use workforce and business information to make better decisions as needs change.
Generative AI tools like ChatGPT and Claude are essential for 5%, helpful for 14%, somewhat useful for 5%, and not supportive for 2%. They can support everyday knowledge work by helping employees develop ideas, work through information, and complete tasks more efficiently.
AI’s biggest and smallest benefits
HR and recruiting AI tools are essential for 5%, helpful for 5%, somewhat useful for another 5%, and not supportive for 2%. Their value is more specialized, supporting how companies find talent and manage people-related processes.
Automation and workflow tools are essential for 13%, helpful for 4%, and somewhat useful for fewer than 1%. By reducing repetitive coordination and manual steps, they can free employees to spend more time on work requiring judgment or expertise.
Among companies currently using none of these tools, fewer than 1% of business leaders still see them as helpful for progress, 1% as somewhat useful, and 14% as not supportive. Limited firsthand use can make it harder to see where AI tools could deliver practical value.
How much is budgeted for future of work AI training at business leaders’ organizations?
60% of business leaders have no budget allocated for future of work AI training, 36% have allocated between $5,000 and $25,000, 3% have allocated over $100,000, and 1% between $25,000 and $100,000
AI training only goes as far as the investment behind it:
Future of work AI training has no dedicated budget for 60% of business leaders’ organizations. A recent survey found that fewer than half of leaders said their organizations provide basic data or AI literacy training, which puts this lack of funding in wider context. Without a defined budget, training is more likely to depend on existing resources or individual teams rather than a structured company-wide program.
Another 36% of our audience budget between $5,000 and $25,000. This gives companies room to introduce targeted training and build basic AI literacy without committing to a large-scale program. At the higher end, 3% allocate more than $100,000. Budgets at this level can support broader workforce development as AI becomes more embedded across roles and processes.
In comparison, only 1% budget between $25,000 and $100,000. This level of investment can support more structured training across multiple teams, giving employees repeated opportunities to build AI skills rather than relying on one-off sessions.
How ready are business leaders’ tech stacks for future of work needs?
78% of business leaders’ tech stacks are not ready for future of work needs, 6% are unsure if their stack is ready, 7% are mostly ready, and 9% are fully ready
The future of work can only move as fast as the systems behind it:
Tech stack readiness for future of work needs is still limited. 78% of the business leaders in our audience aren’t ready, making it harder to introduce new tools, connect systems, or support changing ways of working without additional upgrades or integration work.
Another 9% are fully ready and 7% mostly ready. These companies are better positioned to adapt because their existing systems can support new technology and changing workforce requirements without major infrastructure changes.
The remaining 6% are unsure. This can slow future of work planning because leaders may need to assess system capability and technical gaps before making confident investment decisions.
What work model best fits business leaders’ future of work plans?
30% of business leaders agree that the best fit for their future of work is a hybrid, employee-led model, but 22% think this isn’t the best fit, 3% are undecided on the best fit for the future, and a further 45% are not sure yet what is a good option
Choosing where people work is becoming part of planning for what comes next:
The work model that best fits future of work plans is still being worked out by business leaders. Hybrid, employee-led work is the best fit for the future for 30% of our audience, even though this is not the best fit for another 22%.
Recent remote and hybrid work research found that 10% of Americans currently have a hybrid arrangement between home and the office, showing that businesses already have an established model to build on. Employee-led flexibility can give workers more control over where they work while still preserving some in-person collaboration.
Another 3% of business leaders in our audience haven’t yet decided what the best fit for the future will be, while 45% haven’t yet settled on what they consider a good option. Keeping the decision open gives these businesses more time to assess which arrangements work best across different roles and operational needs before committing to a longer-term model.
Would a 4-day week fit business leaders’ future of work plans?
19% of business leaders are actively considering a four day week as part of their future of work plan but 14% are not sure it fits, and 4% are certain it doesn’t, 8% are already offering a four day week, 10% find it could work for them as they’re offering it, but 14% are skeptical about how it fits, while 13% are open to it but have not yet planned for it, and 11% are unsure if it would fit at all, while a shorter week is not feasible for 4% of leaders’ plans
Shorter isn’t always better:
While 80% of Work in America survey respondents believe they’d be happier and just as effective with a four-day workweek, our audience of business leaders has varying opinions. The largest number are actively considering it, but only 3% agree a four-day week absolutely fits their plan, and 18% agree it could work for them. However, 14% who are actively considering it are not sure it fits, and 4% feel the shorter week doesn’t fit at all.
Of those already offering a four-day week, it absolutely fits their plan for 8%, 10% find it could work, and 8% are unsure about how it fits, with 6% finding that it doesn’t fit at all, despite it being in action. 4% of our audience are open to the shorter work week, but it’s currently not in their plan. (9% think it could work for them, and 9% aren’t sure if the concept fits, even though they’re open to it, but 2% don’t think it will fit at all.
Lastly, the 1% say that while a 4-day week absolutely fits their future of work plan, it’s not feasible for them, 2% think it could work even though it’s not feasible, and 1% are not sure it would fit either way. These mixed responses emphasize that while there are benefits, a shorter week isn’t a one-size-fits-all option that would suit every business model.
How will office space change under business leaders’ future of work plans?
73% of business leaders are redesigning their office space for collaboration as part of their future of work plans, 25% are keeping their office the same, 1% don’t have a physical office, and the remaining 1% are expanding their footprint
Office space is being reworked around how employees use it best:
Office space is set to change under many business leaders’ future of work plans. 73% of our audience are redesigning their workplaces for collaboration, shifting the office toward activities that benefit most from people being physically together. Spaces for team discussions and shared problem-solving can give employees a clearer reason to come into the office. Project work can also benefit from having people physically together when individual tasks can be completed elsewhere.
Another 25% expect their office space to stay the same. For these businesses, existing workplaces already support how employees need to work. This allows them to focus future of work investment on areas like technology, skills, or workforce development instead of physical changes.
Only 1% of business leaders expect to need no physical office at all. Removing permanent office space reduces the infrastructure required to support a distributed workforce. A further 1% plan to expand their footprint, giving them additional physical capacity as their workforce or in-person requirements grow.
What is the biggest barrier to future of work change for business leaders?
83% of business leaders cite legacy technology systems as a significant barrier to future of work change, and 6% agree this is a minor barrier, while 8% find employee resistance the most significant barrier, and a lack of internal expertise is a minor barrier for 2%
Several forces can put the brakes on future of work change:
Legacy technology systems are the biggest barrier to future of work change for business leaders. 83% consider them a significant barrier, showing how much outdated infrastructure can restrict progress. Older systems can make it harder to integrate new tools and support different ways of working. They can also limit how easily businesses automate existing processes.
Another 6% see legacy technology systems as only a minor barrier. For these businesses, existing systems may still create some friction without preventing wider change, giving leaders more room to modernize gradually rather than replace large parts of their technology stack at once.
Employee resistance is a significant barrier for 8% of business leaders. This can slow implementation even when the technology itself is ready, particularly if employees don’t understand how new tools or working practices will affect their roles.
Lack of internal expertise is a minor barrier for 2%. When knowledge gaps are limited, businesses can address them through targeted training or outside support without allowing them to hold up wider future of work plans.
Which trend will most disrupt the future of work in business leaders’ industries?
59% of business leaders agree that generational workplace shifts will most disrupt the future of work in their industry, 27% cite remote and hybrid work as the most disruptive, and 14% point to AI and automation as the most disruptive in their sector
The future of work is being pulled in several directions at once:
At 59%, generational workforce shifts are the trend business leaders expect to disrupt the future of work most. With the U.S. workforce already spanning an unprecedented six generations, Bentley University advises employers to avoid generational stereotyping. It argues that employers should focus on individual needs and preferences rather than assume workers behave a certain way because of their generation. This can make management more complex for employers as they balance different career stages, development priorities, and expectations within the same workforce.
Remote or hybrid work is the leading disruptive trend for another 27% of business leaders. Its impact goes beyond where employees work because it affects how teams communicate and how managers maintain consistency across different working arrangements. It can also influence decisions around office use and technology.
Artificial intelligence and automation lead for the remaining 14% of our audience. Their disruptive potential comes from changing how tasks are completed and which skills employees need. As AI takes on more routine or repeatable work, businesses have to decide where human judgment adds the most value and how employees should work alongside automated systems.
The business priorities shaping the future of work
This in-depth analysis of business leaders’ opinions points to a future of work that businesses are already having to prepare for in practical terms. The clearest lesson is that readiness depends on how well organizations can adapt as work itself keeps changing. For leaders, the task is to turn broad future planning into decisions that hold up in day-to-day operations.
