The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.

1. Changing Work
The Next Normal

2. Understanding Work
Change matters because it affects people, the organizations that they make
up, and the things that organizations are expected to accomplish.
We identify “work” as the element in-common of all three impact areas
above.
Anywhere that work is said to be getting done, there is an observable
combination of priorities, responsibilities and abilities.
This means that regardless of the value of the work outcomes, changes can
impact whether the why, what, and how of work can combine to make
progress and do that in a timely way.
The future of change drives the future practice of work.
But equally important is the change to the future policy of work.

3. Policy versus the value of work
Policy is the reconciliation of organizational interests and community interests.
Organizations exist to structure activity for a purpose, so policy always refers directly to the
purpose for the organization’s existence. The activity relies on the participation of
community members, making it essential for the community to know whether the
organization’s purpose is compatible with the best interests of the community.
The default understanding of that compatibility today is represented by organizations
requesting work to be done, of types that generate shareable economic returns.
That in turn makes the key factor in “good” policy the distribution of economic opportunity
in the community, achieved by the organization.
Things that change the organization’s ability to create and sustain immediate good policy
are critically important to the community interest.
In general what we see changing today at an industrial and market scale is a redistribution
of opportunity to work and of value attributed to work outcomes.
That is, various types of work, and various types of outcome value, are not only changing in
availability relative to each other, but also in relevance.

4. Ethical Agility
The current trend is significant “mandatory” change in both practice and policy of work.
The immediate impact of the volume of change is that Community itself goes through
modifications that may or may not be welcome.
But more importantly, those changes are determined less by the community than by
organizations “offering work” for the organization’s own purpose.
A community strategy, therefore, is to have organizations defined primarily by the
community.
Building organizations is a competency that ranges dramatically in difficulty and complexity
depending on the community’s own experience and needs.
But due to the high-speed and wide breadth of ongoing change, building sustainable
organizations raises the difficulty even more.
To raise the capability level for building an organization of high community benefit,
community members having shared (“common”) interests must be embraced as the most
important resource of the organization.

5. Strategically Designing Work
Organizations that are built on the interests of constituent stakeholders have the challenge
of calibrating the organization’s overall impact with the stakeholding community’s needs.
Obviously, if the organization cannot persist and survive, then it cannot be a meaningful
instrument for the community’s benefit.
Change, therefore, must be managed in order to find and support the way work balances
the organization’s sustainability and the community’s required level of benefit.
For the community member, who is a stakeholder in a common interest:
• probable potential benefit is represented indirectly by the opportunity to do relevant
work;
• actual net benefit is represented directly by the production of important work effects.

6. Future Stakes – what changes will be managed?
Technology continues to revolutionize the feasible starting positions and follow-up
operations of most types of decision-making and labor-allocation.
• Intelligence and Automation
The environmental effect of the change to that “new” is a different and more ubiquitous
culture determining expectations, opportunities, and access needed for people to build
and maintain their lives.
• Autonomy and Society
There is more and more need for individuals and organizations to transition quickly from
the old to the new, because the alternative is to be excluded from the production and/or
the markets that create and distribute both influence and resources throughout society.
• Work and Wealth
Managing both the need for transitions and the reality of making them requires ways to
exercise more awareness, precision and power… to recover, grow or innovate the
conditions of self-support and cooperation that lead to more benefit and less risk.
• Capability and Security

7. LEVERAGING CHANGE NOW
Because of the heightened pace of change, business
organizations in the future will survive more through
regenerating themselves continually from outside input
than by protecting themselves through defending older
internal ways.
Meanwhile, communications now make every affected
individual more aware of their status as a type of
“stakeholder”, including reasonable expectations about
rights and benefits that make their “interest” valuable.
Enablement and empowerment are critical to stakeholders
who can drive progress faster across differing concerns.
The business should aspire to economic sustainability by
cultivating its centers of excellence from its communities
of interest.
If the new basic purpose of business is to create
stakeholder value, the world of upcoming change will be
far more about how and why persons join, stay, or leave
an organization… of whatever size and purpose.
© 2020 malcolm ryder / archestra research

8. IMPACTS
ENGAGEMENT
Maintained
Originated
SubscribedPrescribed
Motivated
cooperative
alignment
Voluntary
authoritative
creativity
Appropriate
sustained
reliability
Preferred
distinctive
responsibility
STAKEHOLDER BEST-EFFORT PRESENCE IN ROLES
© 2020 malcolm ryder / archestra research
Work is a vehicle for active
stakeholder participation that
benefits the organization, is
therefore deemed valuable,
and should result in fair
compensation to the worker.
Managing change should
include assuring that the
opportunity and means for
providing these types of value
remain in the hands of the
stakeholding worker.
Managing change should
protect the discovery, creation
and prioritization of these
modes of providing value.

9. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2020 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
decisions about, and shapings of, the observed activity.