Adobe：2023年职场状态报告

TheStateofWorkin2023:

Aradicalrethinkingofworkisunderway.

Commissionedby

/AAdobe

©Copyright2023S&PGlobal.AllRightsReserved.

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Tableofcontents

Introduction

Methodology

Challengesinmodernwork

Pervasivefriction

Crisisofleadership

Siloedandunderfundedtechnologystrategies

Anuncertainexternalenvironment

Newoperationalculturesandvalues

Autonomy

Alignment

Experience-ledgrowth

Valuestreams

Data-drivenoperations

Rethinkingcollaboration

Persistentconnectiontoplansandexecution

Inclusivityandcreativity

Non-linearoutcomes

Newtechnologystrategies

Scalingthecontentsupplychain

Mitigatingtechnologysilos

Balancingsecurityandusability

Satisfyingoutcomesbeyondproductivity

Conclusion

AboutAdobe

Abouttheauthor

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Introduction

Workisundergoingthemostrapidandsubstantialtransformationithasever

experienced.Anaggregationofwork-relatedchallengesisclashingwithdemands

fromleadersformoreoperationalagilityandgrowingexpectationsfromemployeesregardingtheirday-to-dayexperience.Resolutionofthoseclashingforceswillrequiremorethanpiecemealchange.Worktransformationwillrequirenewoperational

cultures;amorenuancedunderstandingofwhatconstitutesmodern,effective

collaboration;andmoreintentionaltechnologystrategiestounderpinallwork

processes.Navigatingthisshiftwillrequiresignificantchangemanagementefforts,andtechnologywillbeintegraltohowbusinessesredefinethevaluetheycreateforbothemployeesandcustomers.Workhaschanged.Expectationsaroundithavechanged.Whatdefinestheoptimalwaysofworkingisbeingdefinedrightnow.

Methodology

ThisreportwascommissionedbyAdobeandconductedbyS&PGlobalMarket

Intelligence.Itreferencesdatafromtwosources.InFebruaryandMarch2023,S&P

GlobalMarketIntelligencesurveyed803businessleadersatdirectorlevelandabove

abouthowworkhappensintheirorganization.Respondentscamefromarangeof

verticalindustriesandbusinessdomainsinorganizationsinAustralia,Canada,France,Germany,NewZealand,theUSandtheUK.InAprilandMay2023,S&PGlobalMarketIntelligenceconductedin-depthinterviewswithseniorleadersinITandmarketing

functions,divingdeeperintokeythemesthatemergedinthesurveyresponses.A

moredetailedbreakdownofthefirmographicsandrespondentdemographicsfromthesurveycanbefoundattheendofthereport.

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Challengesinmodernwork

Multiplehurdlesimpedebusinesses’effortstoreimagineworkacrosstheorganization.Noneofthemareeasytoresolve,andcollectively,theycreateacontextthatdemandsalesspiecemeal,moreradicalrethinkingofwork.Thesurveyresultshighlightthe

followingfourkeychallenges.

Pervasivefriction

Manyemployeesfeeloverwhelmedafterthelastfewtumultuousyears,andmuchofwhatmakesworkeffectiveisnowhardertoachieve.Theresearchshows,forexample,that62%ofemployeesfindithardertounderstandtheircompanystrategy,articulatetheirowngoalsorstayinformedaboutwhattheircolleaguesaredoing.Morethanhalf(59%)finditmoredifficulttomaintainapositivework-lifebalanceorstayontopof

growingworkloads.Nearlyhalf(48%)struggletobuildtrustedrelationshipsortoworkeffectivelyincross-functionalcapacities.

Manyofthefundamentalsofeffectiveworkarenowmoredifficulttogetright

•Being"onthesamepage"withcolleagues

•Havingclarityinmyowngoalsandresponsibilities

•Understandingmyorganization'sstrategy

•UnderstandingthestatusofprojectsIamworkingon

•FindingandsharingtheinformationIneed

•Keepingontopofagrowingworkload

•Keepingapositivework-lifebalance

•Developingtrustedrelationshipswithcolleagues

•Collaboratingcross-functionallywithcolleaguesinotherteams

62%

59%

48%

Q.Whichofthefollowing,ifany,havebecomemorechallengingoverthepastthreeyears?

Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Crisisofleadership

Asecondchallengeisthatleadershipexpectschangebutoftendoesnotknowhowtoleadchange.Inoursurvey,amajorityofrespondentsreportthatseniormanagementisnotprovidingtherighttechnologiestosupportday-to-daywork(70%),notshowingconsiderationforthegeneralwell-beingoftheirteams(70%),notdistributingwork

appropriatelyacrossteams(69%)andnotbeingtransparent(65%)orproviding

enoughclarityregardinggoalsandresponsibilities(63%).Thisshortfallincredibility

indicatesadeficitofstrategy,focusandskills.Ifnotaddressed,thiscouldfurther

corrodeproductivityandengagement;consequently,italsorisksdamagingthe

customerexperience(CX).Leadershipmustconsiderhowtoleadthesignificantchangemanagementthatisnecessarytodriveworkforcetransformation.

Organizationalleadershipisstrugglingtomeetcoreworkforceexpectations

Mymanager(s)careaboutmygeneralwell-beingbothinandoutsideofworkinyourorganization?

30%

70%

Mymanager(s)makesureIhavetherighttechnologiestobeeffectiveinmyday-to-daywork

30%

70%

Mymanager(s)distributeworkresponsibilitiesacrossmyteamappropriately

69%

31%

Managersinmyorganizationaretransparentwithouremployees

65%

35%

Mymanager(s)provideenoughclarityaroundgoalsandresponsibilities

63%

37%

No

Yes

Q.Whichofthefollowingstatementsdescribeyourexperiencewithmanagementinyourorganization?

Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Siloedandunderfundedtechnologystrategies

Athirdchallengebusinessesfaceisthattheyneedmorejoined-upthinkingin

theirtechnologystrategiestocreateandsupporttheexperience-ledoutcomesthat

customersincreasinglyexpect.Yetemployeesarestrugglingastheyworkinandoutoftoomanytechnologyandoperationalsilos.Businessesneedtoseetheiremployeeandcustomerexperiencesasaninfinityloop,eachcontinuallyimpactingtheother,notasaseparateseriesofoutcomes.

Businessesneedtechnologytoreducefrictionacrossworkandmakeroomforthe

creativityandcollaborationthatwillpowergrowth.Employeeswantbetterexperiences—65%ofoursurveyrespondentssaytheirexpectationsforthetoolstheyusehave

riseninrecentyears.Theywantmoreautomation;betterwaystocollaborate,create

theirownworkflowsandmanagekeyprojects;andmoredatatoinformbestpractices.Andyet,41%ofseniormanagersareconcernedthattheeconomicdownturnwillmeanasmallerbudgetfortechnologytomaketheseimportantchanges.

Employeesareexpectingmorefromtheirday-to-daytechnologyexperiences

Expectationshavesignificantlyrisen

Expectationshavesomewhatrisen

Nochangesinexpectations

18%

47%

29%

Expectationshavefallensomewhat

Expectationshavefallensignificantly

4%

2%

Q.Overthepastfewyearshowhaveyourexpectationschanged,ifatall,whenitcomestoworkingwithdifferentapplicationsandothertechnologiesday-to-day?

Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Anuncertainexternalenvironment

Thefourthmainchallengeiscontinuedexternaluncertainties.Morethanhalf(56%)ofsurveyrespondentsareconcernedabouttheeconomicdownturnimpactingtheirabilitytoexecuteontheirgoals.Asmallerbudgetfortechnologyinvestmentsisthe

primaryworry,followedcloselybyweakmoraleacrosstheworkforce,lessofabudgettohirenewtalent,morecompetitionforlessmarketspendingoverallanddelaysto

strategicprojects.

Thesefourchallengesconstitutestrongheadwindsforbusinesses.Theyneedtorespondwithnewoperationalculturestocreatemoresatisfyingexperiencesforemployees,sothatemployeesinturncancreateexperience-centriccustomerinnovationstodrivethegrowthoftheirorganizations.

Therearesignificantconcernsabouttheconsequencesoftheeconomicdownturn

Lessbudgetforimportant

Delaysinimplementing

technologyinvestments

strategicprojects

41%

30%

Maintainingmoraleamong

Increasedcompetitiontargeting

concernedemployees

lessmarketspend

40%

29%

Thepressuretointroducenewproducts

Lessbudgetforrecruitingnewtalent

orservicestomatchmarketdemands

35%

29%

Increasedpressuretoretain

Iamnotconcernedwewillbenegatively

existingcustomers

impactedbyaneconomicdownturn

31%

4%

Q.Whichofthefollowingareyourbiggestconcernswhenitcomestoaneconomicdownturnimpactingyourabilitytoexecuteonyourgoalsandresponsibilities?

Base:Respondentswhosaid"veryconcerned,""somewhatconcerned"or"notreallyconcerned"aboutaneconomicdownturnimpactingtheirabilitytoexecuteonyourgoalsandresponsibilities.(n=713)

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Newoperational

culturesandvalues

Alongsidethesechallenges,newonesareemerging,suchashowtoadjusttoimpactfulnewtechnologiessuchasgenerativeAI.Thisrapidchangeismakingtraditionalwaysoforganizing,equippingandmotivatingworkforceslessrelevant.Organizational

hierarchiesareflatteningascompaniessearchformoreoperationalagilitytocompeteinvolatilemarketsthatareshapedbydigitalandotherkindsoftransformation.With

eachyear,employeesexpectmoreautonomyandflexibilityinhowtheywork—inthelocation,hours,practicesandtechnologiestheyuse.Butatthesametime,employeeswantmoredirectionaroundtheirtargetoutcomes.Newoperationalculturesneedtoembody“alignedagility”—providingmaximumflexibilityaroundthe“how”ofwork,withtightconsensusonthe“what”and“why.”

Autonomy

Inoursurvey,75%ofrespondentssaidatleastoneofthefollowingthings:thatthey

wanttomakemoredecisionsoutsideofhierarchicalchainsofcommand;thatthey

wantmoresayovertheirresponsibilitiesorhowtheygoaboutgettingtheirworkdone;orthattheywanttheopportunitytoprovidemoreinputregardingdivisionalgoals.

Employeeswanttoactmorequickly,andtheirorganizationswantthemtodoso,butleadersneedtorealizethatpreservingestablishedhierarchiesandrigidpracticeswillnotdeliverthatresult.Instead,employeesneedtobeempoweredtodeterminethewaystheyworkbestandtoshapehowtheydeliveragainsttheirgoals.

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Employeeswantmoreautonomyregardingdecision-makingandgoalsetting

.Makingmoredecisionsoutsideahierarchicalchainofcommand.Havingmoresayovermygoalsandresponsibilities

.HavingmoresayoverhowIgoaboutgettingmydifferenttasksdone.Inputtingmoreintodivisionalororganizationalgoals

75%

Q.Ifyoucouldhavemoreautonomyinhowyougetyourworkdone,whichofthefollowingwouldbemostimpactfultoyou?Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

Onthetechnologyfront,businessesfaceadilemma.EmployeesoutsideofITaregenerallynotgettingtheexperiencestheywantfromthetoolstheyaregiven—asnotedabove,70%donotbelieveleadershipisensuringthattherighttechnologiesareinplace.Yetemployeesdon’tseeitastheirresponsibilitytodetermineabetterarrangement.Infact,only27%ofoursurveyrespondentswantmoresayoverwhattechnologiestheyuse.Thisshowshowimportantitisforoperationalculturesto

facilitateconversationbetweendecision-makersandusersabouthowtechnology,cultureandoutcomesweavetogether.

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Alignment

Employeeswantmoreautonomy,buttheyalsowantatightconsensusaroundthe

“what”and“why”ofwork.Thisrequiresthatmanagersandleadersprovidedirection.Oneofthefactorsthatmakesemployeesfeelengagedatworkisbeingaligned

andcollaboratingeffectivelywithcolleagues(46%),behindhavingopportunitiesto

progressandgrowtheircareers(52%).Otherfactorsthatpositivelyaffectemployee

engagementareorganizationalcultureandvalues(40%)andcompensationand

benefits(40%).Lackofalignmentisacommonobstacleacrossemployees’day-to-daywork—onimportantprojects,forexample,themainchallengesarelackofshared

visibilityintoplans,difficultiesreachingagreementonpriorities,andpeopleworkinginfunctionalsilos.Employeeswanttoactfast,butalignmentisaprerequisite.

Feelingalignedwithcolleaguespositivelyimpactsengagement

morethancompensationandbenefits

Havingopportunitiestoprogressand

ThedifferenttoolsandtechnologiesIuse

developmycareer

togetmyworkdone

52%

38%

Beingalignedwithandcollaborating

Thespecificnatureofmyrole(e.g.,being

effectivelywithcolleagues

adeveloperoramarketingprofessional)

46%

38%

Mycompensationandbenefits

Supportingcustomerseffectively

40%

38%

Theclarityandguidancemymanager

Myorganization'scultureandvalues

providesme

40%

26%

Howmydailyworksupportsmy

organization'smissionstatementandgoals

39%

Q.Whichofthefollowinghavethebiggestpositiveimpactwhenitcomestohowengagedyoufeelatwork?

Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Experience-ledgrowth

Inadditiontogivingemployeesmoreautonomyandfosteringstrongeralignment

aroundgoals,organizationsneedtodriveprofitablegrowthbydeliveringthe

personalizedexperiencestheircustomersexpect,atscale,whilekeepingupwithanever-evolvingdigitallandscape.Thisrequiresmoreintentionalcollaborationbetweenbusinessfunctionstoincreaseinternalagilityandefficiency.Businessesneedtorunasinglethreadthroughstrategy,portfolio,projectandprocessmanagementtotie

togetherthevariousteamsandtheirindividualtasks.Thisisthenewbattleground

forworkforcetransformation:bringingstrategyandexecutionmuchclosertogetherinamorepredictablerelationshiptoclosethegapbetweencustomerexpectationsandexperiences.Accomplishingthis,however,isdifficult;only22%ofrespondentsinourresearchsaytheybothunderstandtheirorganization’sgoalsandknowhowtoprioritizeacrosstheirownwork.

Thisisabigissue—brandscannotaffordfortheirinitialvisionofproductsand

servicestogetlostintranslationbythetimethoseofferingsreachcustomers.As

businessesincreasinglycompeteinanexperienceeconomywheresuccessisdefinedbypositiveemotionalengagementamongconsumers,thelifecyclefrominitiationthroughplanning,execution,feedback,optimization,andbacktoinitiation,needstobemanagedatahighlevelofcomplexity,withprecision,andathighvelocity.This

challengeofensuringthatproductexperiencesmatchcustomers’expectationsis

exemplifiedbythefollowingsentimentfromaninterviewparticipant:

[From]aplanningstandpoint,forme,thebiggestchallengethatIhaveformyselfandforourteamaswethinkabouttheplanningcycleistotrytonotjustrinseandrepeatofeverythingfromtheyearbefore…wecanoftensometimesmissjustafundamentalshiftthatishappeninginthemarket,whetheritbeaconsumerdynamicoragovernmentaldynamic.

Seniorvicepresidentofglobalmarketing

Healthcare

UnitedStates

Poorexecutionongettingabasicproducttomarketmayberectifiedwithminimalnegativeimpact.Butifabusinessfailstomeetcustomers’rapidlyevolving

expectations,itmaymissthemarkaltogetheranddamageitsbrandintheprocess.

Valuestreams

Businessesneedtofindtherightwaystobringtogetherthevariousstakeholders

involvedincraftingthosecustomerexperiences.Asoneinterviewparticipantremarked:

[The]organizationissobigthattheonlywaytofindwhoto

collaboratewithistogobacktoorgcharts,andthatisridiculousinmyopinionbecausethere'salotofwastedtimetryingtofindanameinourchart,sendarandomemailandseeifwefindtherightperson.

Marketingdirector

n

AlackofcollaborationbetweenCX,productandengineeringteamsisatop-three

frictionpointinimprovingthecustomerexperience,accordingtoS&PGlobalMarketIntelligence’sVoiceoftheEnterprise:CustomerExperience&Commerce,Budgets

&OrganizationalDynamics2023survey.Thedataalsoshowsthat75%ofCX

leadersseeimprovingonthisasstrategicallyimportant,andthatorganizationsareprioritizinginvestmentintechnologiesthatenabledatainterchangeandworkflowsacrossthoseteams.

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ofrespondentssayimprovingalignmentand

collaborationwithproductdesignandengineeringteams

isveryimportantforimprovingthecustomerexperience

BringingproductandengineeringteamsclosertoCXteamsisa

growingpriorityforbusinesses

75%

Top3customerexperienceplatformtechnologiesthatwouldmosthelporganizations

meetrisingcustomerexpectationsoverthenextthreeyears.

35%

Real-timecustomercollaborationandengagementtools

33%

Customerexperienceanalyticsandintelligenceplatforms

31%

Usingcustomerexperiencedatafor

product-ledinnovation

Top3frictionpointsregardingimprovingthecustomerexperience.

29%

Complexityofexisting

legacyapplications

28%

Collaboration

acrossdepartments

26%

Keepingupwithrising

customerexpectations

Q.Onascaleof0-10,howimportantareeachofthefollowingstrategiesforimprovingthecustomerexperience?

Q.Whichofthefollowingcustomerexperienceplatformtechnologies,ifany,wouldmosthelpyourorganizationmeetrisingcustomerexpectationsoverthenextthreeyears?

Q.Inyouropinion,whicharethemainfrictionpointsyourorganizationfacesregardingimprovingthecustomerexperience?Base:Allrespondents(n=500)

Source:451Research'sVoiceoftheEnterprise:CustomerExperience&Commerce,Budgets&OrganizationalDynamics2023

Operationallyprogressiveorganizationsaremappingtheirwidervaluestreamsand

developingtechnology,planningandworkstrategiesthatbringindatafromacross

theirbusinessfunctions.Thereisalotofcomplexityindoingthiswell;onechallengeisensuringthatacommonlanguageisspokenincross-functionalcollaborations.

[We]reallytrytoensurethatwearespeakingthelanguageof

thebusiness…throughourfinancial,R&D,operationsorthe

othersthatwillbemakingeithertheexecutionaldecisionsonourproductpipeline,orthealignmentoffundingaswegoforward.

Seniorvicepresidentofglobalmarketing

Healthcare

UnitedStates

Data-drivenoperations

Bringingstakeholderstogetheracrossdifferentpartsofthebusinessisaboutmore

thanaligningongoals.Itisabouthavingdata-drivenoperationswherebystakeholderscancontinuouslyevaluategoals,budgets,workloads,resourcesandexecutionina

collectivecontextaswellasfromtheirowndomain’sstandpoint.

Beingdata-drivenalsohasapositiveimpactonengagement.Inorganizationswhere

mostornearlyalldecision-makingisdata-driven,47%ofemployeessaytheyfeelmoreengagednowcomparedtothreeyearsago.Workingindata-drivenorganizationshashelpedemployeesovercomemanyofthefrustrationsthathaveplaguedworkinthe

pastfewyears.Inorganizationswheredecisionsarelessdata-driven,feweremployees(35%)arefeelingoptimistic.

Newoperationalculturesdesignedtobringthebusinesstogetherindata-drivenoperationsalsorequirenewthinkingabouthowcollaborationhappens.

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Rethinkingcollaboration

Toomuchofthemindshareregardingcollaborationhasfocusedontransactional

conferencing,messagingandtaskmanagementtools.Thesegeneratealotof

conversationbutcan’tbeeasilyusedtoconnectpeopletotheirgoalsandprogress,tosupportcreativityandprovideworkflowsthatsupportexecution.Andyetintheshifttoremoteworkoverthepastthreeyears,employeeshavebeendivingfurtherintothesetoolswithpredictableincreasesindistractionandburnout.

Unsurprisingly,88%ofemployeesinoursurveystrugglewithcollaboration.Themainchallengestheyreportarelackingtimetodoit;havingunclearaccountabilityaroundgoals,nextstepsandprogress;nothavingtherighttoolstocollaborateeffectively;andnotknowingthebestwaystocollaborate.

Mostemployeesstruggletoeffectivelycollaborate

Notenoughtimetodoit

Notknowingwhotocollaboratewith

35%

19%

Unclearaccountabilityaroundgoals,next

stepsandprogress

Notseeingtheneedtocollaborate

33%

15%

Nothavingtherighttools/technologies

Wedon'thaveanystruggles

tocollaborateeffectively

withcollaboration

30%

12%

Notknowingwhatthebestwaysareto

doit–e.g.,therightforumsorpractices

Notbeingallowedtocollaborate

24%

7%

Q.Whichofthefollowing,ifany,doyoucommonlystrugglewithwhenitcomestogenerallycollaboratingwithothers?Base:Allrespondents(n=803).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Whilethesetransactionaltoolscanbegreatsupplementsforwork,theyshouldnotbeconsideredtheprimaryvenuesforvaluablecollaboration.Instead,

organizationsshouldreorientaroundthefollowingprinciplesandthinkmoreintentionallyaboutwhattoolsandpracticescansupportthem.

Persistentconnectiontoplansandexecution

Persistentconnectionmeanshavingmorestructureandmethodforhowtotrackplans,goalsandprogress;maintainingongoingawarenessofthedifferencebetweencurrentanddesiredstates;andmorequicklyidentifyingareasforoperationalimprovements.Illustratingthis,73%ofrespondentsinoursurveywanttoseemethodssuchasAgile,LeanorHybridreflectedintheirworkflowtools.Morethanone-third(37%)alsosay

thatautomatedworkflowsprovidingupdatesandnotificationsacrossprojectsisthe

besttechnologycontributortosuccessfulcollaborations.Asynchronousandmore

structuredcollaborationcanreplacemuchofthelow-valueconversation.Allowing

employeestodeterminewhentheyprovideinputmakesiteasiertocontinuallysurfacenewinformationandmanageimportantcontextaroundkeyinitiatives,andinturn

morepurposefullyshapetheactionsthatareneededtodrivework’sprogress.

MostleaderswantmethodologieslikeAgile,LeanorHybridtobe

reflectedintheirworkflowtechnologies

28%

Somewhatimportant

Q.HowimportantisitforthedifferentapplicationsyouusetobeabletointegrateprocesseslikeAgile,LeanorHybridintoyourworkflows?

Base:Line-of-businessrespondents(n=402).

Source:S&PGlobalMarketIntelligenceandAdobecustomStateofWorksurvey.

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Notreallyimportant

Notatallimportant

45%

Veryimportant

10%

17%

Inclusivityandcreativity

Employeesarelookingformoreengagingtools,includingthosesupportingvisual

collaboration,thataremoreinclusiveofhowtheythinkandliketowork.Visualformsofcollaborationcanoftenbettersupportcreativityandcanblendstructuredand

unstructuredworktosatisfyhigher-ordercollaborationscenariossuchasideationandstrategicplanning.Abouttwoinfiverespondents(38%)sayimprovingtheirteam’s

creativityinthenextyearisveryimportant,andanadditional48%sayitissomewhatimportant.Empoweringcreativityisbecomingakeyculturalandtechnologypriorityforbusinesses.Asoneinterviewparticipantremarked:

[People]arethemostcreativewhentheirbrainisnotpreoccupiedwithansweringthenextemailandansweringthenextprojectandattendingthenextmeeting;there’snowaycreativitywillgrowjustoutoftheboxbecauseoftheday-to-daythateverybodyhas.

Marketingdirector

ITconsulting

UnitedStates

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Asshownbythisadditionalquote,creativityisnolongerconsideredrelevantforonlythe“creative”professions:

IwenttotheCannesadvertisingawardsinFrancelastyearon

behalfofmycompany,andIwassurprisedtoseethepivotofhowtheycommunicate:Theycallittheworld’slargestinternational

festivalofcreativity,andcreativityisnotjustformarketers;

creativityisforR&D,creativityisforoperationsteams,forexample.

acepresidentofglobalmarketing

UnitedStates

Non-linearoutcomes

Organizationsareincreasinglyseekingcollaborationforusecasesbeyondspecific

projectsorworkstreams,suchassupportingknowledgetransferacrossteams,

improvingskilling,buildingculture,drivingengagementandpromotinginternal

mobility.Forexample,asemployeesseekmoreautonomyintheirroles,thedesired

opportunitytheymentionmostoftenistoworkwithdifferentteamstobothcontributeandlearn(35%).Aswehighlightedearlier,almosthalfofleadersarefindingithardertobuildtrustedrelationshipsandworkeffectivelyincross-functionalcapacities.Therefore,

thereissignificantvalueinthinkingofcollaborationnotjustasproject-centricbutalsoascriticaltobuildingrelationships,developingskillsacrosstheworkforceanddrivingstrongerengagement.

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Newtechnologystrategies

Establishingnewoperationalculturesandrethinkingcollaborationrequiresadifferenttechnologyoutlook—onethatsupportspeopleworkingtogethereffectively.

Employeeswantfewersilos,moreintegrationacrosstheirkeytools,moredata-driveninsightintobestpracticesandmoreautomationasanativelydeliveredpartoftheirexperienceastheyworkwithdifferentsystems.

Scalingthecontentsupplychain

Theexperienceeconomyisdrivingdemandformorepersonalizedcontent,whichrequiresmoresophisticatedwaysofmanagingthe“supplychain”ofcontentfromideationthroughitsdeliveryandthemeasurementofitsimpactaspartofaspecificcustomer’sexperience.Doingthatwithvelocityandatscaleisgreatlyfrustratedbyhavingthatlifecyclefragmentedacrosstechnologiesthatmayormaynotintegratewellwithoneanother.Asoneinterviewparticipantnoted:

[To]thisday,thebuildingofmarketingcontentiscompletelydisconnectedandseparatefromtheleadsandopportunitiesthatmarketingcontentgenerates,aneedthatiscompletelyseparatedfromtheactualreportingontheresultsofthoseleadsandopportunitiesthatthecontentcreated…there’s

noconsistentwayorastandardwaythateverybodycangothroughforthewholeproject.

Marketingdirector

ITconsulting

UnitedStates

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Toillustratethescaleofthep