Rethinking the world of work – part 1

Part 1: Change management needs a shift in mindset

Anyone who runs a large organisation or is responsible for key projects in a leadership role has likely sensed it: the old habit of treating people like machines — defined by the output and volume of their work — is outdated. Many organisations are realising that this approach, often driven by the desire for security, growth and predictability, has reached its limits.

Today, we see a different picture: globalisation and rapid technological change are reshaping our realities. Job security and fixed career paths are no longer as important. Many employees are discovering that their deepest needs extend beyond security — they also want freedom. At the same time, leaders are increasingly searching for alternatives that place greater value on appreciation, autonomy and genuine involvement.

How can this shift take shape? It is not enough to tweak a few processes or adjust some structures. What is needed is a fundamental paradigm shift.

Old and new: the image of the suspension bridge

A central dilemma in many organisations today is the tension between old and new. Older employees often (though not always) prefer fixed rules, solid contracts and long‑term security. Younger generations place greater value on flexibility, remote work, participation and autonomy. These tensions also appear at an individual level: those who feel burnt out often look for new ways forward — but change is not easy.

Imagine standing on a swaying suspension bridge: beneath you a void, ahead a path you cannot fully see. This metaphor captures the current situation in many organisations. On one side lie established processes, hierarchies and routines. On the other side is a new path. But in the middle — in the midst of transition — fear of falling paralyses us.

This moment represents a phase of transition: we cling to the old ropes of supposed safety, even though the comfort zone is no longer truly comfortable. Meanwhile, the far side offers more freedom and participation — a different world of work. But taking the step across is difficult. And this creates uncertainty on both sides: those who have already crossed wonder why others hesitate; those still holding on are unsure what opportunities the new world brings.

Instead of judging one another, we need a productive dialogue between both sides. Those who have moved further along should act as change facilitators and extend a hand to others.

In a dynamic, learning organisation, roles shift constantly. In some areas, we act as mentors; in others, we need support ourselves. This reciprocity strengthens the sense of community. Leaders who cling rigidly to their roles often close themselves off from learning — and in doing so, hinder change.

AI requires change management

A striking example of the need for strong change management is the introduction of artificial intelligence into organisations. AI is becoming a decisive factor in organisational resilience. It changes how we work, how roles are defined, and how decisions are made. Some see AI as an opportunity to work faster, more accurately and more innovatively; others feel overwhelmed by the pace of change. Many older employees worry about keeping up with technology and fear that AI might one day replace their jobs.

High acceptance and competence require the right framework: targeted training, practical use cases, time to experiment, and a culture where questions, learning and mistakes are welcome. This significantly reduces uncertainty.

Because not every manager is automatically an AI expert, organisations need a dedicated person or team to develop, anchor and continuously enhance the AI strategy. And it is important to recognise that a one‑off training session is not enough. AI has triggered an ongoing wave of change that demands continuous attention and commitment. Professional change management is therefore not just helpful — it is an essential core competence for dealing with AI.

How change management works

• Strengthen organisational and people development: Give departments more autonomy and resources. This creates structures where performance and humanity can flourish.
• Establish participation: Support employees who have already built successful teams and involve them in decision‑making. Experienced leaders bring valuable practical insights to transformation processes.
• Bring bridge‑builders into the organisation: Look for personalities who connect teams and foster a culture of appreciation. This 'glue' creates cohesion and helps performance and humanity reinforce each other.
• Build mentoring and coaching: Work with internal or external mentors as sparring partners. A neutral outside perspective often helps identify potential and remove obstacles quickly.
• Involve change managers: Equip leaders and project owners with specific expertise, or bring in professional change managers. They accompany and moderate the transformation rather than managing it solely from the top. How this works in practice will be covered in part 2 of the blog.