Global and mobile: How are finance leaders navigating the future of work?

As business leaders contemplate what happens as pandemic restrictions lift, they will enter another period of change. They will continue to consider the way they operate, and the way their employees want to work. Their experience of one crisis will, in many ways, keep them focussed on coping with the next.

“The Covid-19 crisis is a tipping point of historic proportions, and the pace of change is unlikely to slow down,” said Peter Richardson, architect for the future of work at Protiviti. “More changes will be required as the economic and human situations evolve, remote work is created, and new job opportunities come along.

“We’ll have to deal with those challenges, and over the next six to 12 months, we’ll experiment with technology and operating models; and how to manage change that will exceed the pace we’ve seen before,” he added.

But businesses don’t have a clear answer on future working patterns, yet. While many agree that looking after their people will create a path to profit, the way they will work is still being talked about. This isn’t news that people want to hear, in a world where humans need clarity and consistency. But it’s an honest appraisal about the road ahead.

Peter Richardson added: “The smart organisations have recognised that nobody has the right answer yet. We’re starting to gather thoughts and provide guidance based on data, workplace surveys, and conversations involving our people. The most successful organisations will be those that are inclusive in that process.”

Protiviti is launching its 2021 Global Finance Survey this month and is keen to hear from finance professionals and business leaders. There are questions about developing a global workforce, environmental, social and governance issues, human capital reporting, and the increasing role of technology.

Last year’s survey, which was published in October 2020, painted a picture of life during the Covid-19 pandemic. Finance leaders were focused on cash management, funding, and contingency planning in the short term. But the results showed that digital transformation and developing strong internal cultures remained important long-term goals.