2030年工作的未来人才：AI与领导力变革高管战略手册

Future

of

Work2030ExecutiveStrategiesforTalent,AI

&ChangeLeadership1Changeleadershipin

theera

4

of

AI&digital

transformationLeading

through

a5SeismicshiftWalking

withyour

6teamsthroughchange Practice

in

action

7Redesigning

organizational

8

2structure

forspeed&alignment

Organizationaldesign9Rapid

advance

10 Practice

in

action

114

Building

an

agile,16

insight-driven

cultureBuilding

a

culture

of

17 Practice

in

action

183

Future-proofing

talent:

12

planning,

development&leadershipTalentplanning

13&developmentTransformationalLeadership

Practiceinaction

14

15SummarytransformationcuriosityWorkplacetrends:Howtopreparefor2030&beyondAsGenerative

AI

technology

takesafrontseatinstrategicconversations,

theleadersof

todayandtomorrowarefocusedondesigningagileorganizationsandbuildingskilled

workforcescapableofchampioningdigital

transformation,drivinginnovation,andthrivingamidconstantglobaldisruption.

Toposition

yourbusiness

tosucceedin

thenext

few

years,it

willbeimportant

forleaders

toaddress4areas:1.

Changeleadershipintheeraof

AI

&

digital

transformation

2.

Redesigningorganizationalstructure

forspeed

&alignment

3.

Future-proofing

talent:planning,development&leadership

4.Buildinganagile,insight-drivenculture

Whether

yourorganizationisupgradingdigitalplatforms,experimenting

with

AI

tools,orembeddingroboticsinto

yourmanufacturingprocesses,new

ways-of-

workingandnewexpectationsofleaderscontinuetounfoldasorganizationsleap

forward

withacceleratedchanges.Introduction

301.ChangeleadershipintheeraofAIanddigitaltransformationWhetherit’safootnoteinabusinessunit’sstrategy

orthenorthstarofamulti-yearinitiative,thegenerativeAIanddigitalrevolutiondemandsskilled,

strategicchangeleadership.49%"Nearlyhalfoftechleaders(49%)sayAIisnowfullyintegratedintobusinessstrategy...However,

just30%say

itisfullyintegratedintooperations”.(Marr,2025).40%“Nearly40%of

jobsgloballywill

beimpactedbyAI

…

ashighas

60%inadvancedeconomies”.

(Ospina,2024)63%63%ofemployersidentifyskill

gapsasthebiggestbarrier

to

businesstransformation.(Battistaetal.,2025)Generative

AIisreshapingthe

workplacesoprofoundlythat

‘changeleadership’mayno

longerbeenoughtodescribe

theleadershiprequired.Doomers,gloomers,zoomersandbloomers…ReidHoffman(techentrepreneur,author

and

venturecapitalist)coined

theterms

doomers,gloomers,zoomersandbloomers.“Doomersthink

AIisanexistentialthreatthat

should

bestopped.

Gloomers

believeit’saninevitable

march

toward

joblossand

human

displacement.

Zoomersareexcitedandwantto

hit

thegas

pedal,fullspeedahead.

And

bloomers

arecautiously

optimistic,

drivingforward

whiletappingthebrakes.”

Hoffmanis

abloomer,by

the

way.(Basiouny,2025)Wheredoyoustand?Howaboutyourleaders?AISentimentDoomersZoomersBloomersGloomersLow

High

wi

hAdapted

fromarticle

text(Basiouny,

2025)OptimismTheroadtochangeAtthecompanylevel,

according

toBCG,

“only10%of

companies

have

mastered

how

toscaleGenAItocreatevalue.”(Lutheret

al.,2024)Itisnoquestion

that

thisis

an

exciting

time

and

a

timeof

greatdisruption.

Successfully

moving

your

teams

from

opportunity

torealityon

GenAI,Digital

Transformation,

or

other

strategicshifts

takes

expertchange

leadership

throughout

thelifecycle

of

the

project.Leadingthroughaseismicshiftinhowwe

work.

5

CHANGE

LEAD

E

RSHIPPerceivedImpact2.DenialAsawarenessincreases,questionsandconcernfocusedaround‘who’and

thelevel

ofimpactwillincrease1.ShockAfterinitialannouncementofthechanges,mostindividualswillbefocusedonunderstandingthehow.3.FrustrationAsspecificchangesbecomeknownandcommunicated,teamsmay

feeloverwhelmed&

fatigued.7.IntegrationResourcesandtoolsareinplacetosustain

adoption&

new

waysof

working.6.DecisionAsrollouts

andimplementation

begin,celebrationofwinsandcontinuedWIIFMrequired.4.DepressionAsteamsbegintofully

adoptthe

newwaysofworking,therewilllikely

beincreasedresistance.Leadershipsupportisrequiredthroughthistransition.The7emotions

elicitedbychangeAsapartnerinhelpingcompaniesthroughchange,

weseethebenefitsof

aholisticapproach

tochangeleadership.Whilechangeleadershipisownedby

thebusiness,

youmaywanthelponthe

largerinitiativesorwhenyourinternal

teamisfull-out.

Yourchangepartnershouldbedoing2thingsinparallel:•Bringingchange

expertise

toensure

astrongplan&successful

transition.•

Teaching

your

teamtogovern

the

process,holdpeopleaccountable,

andleadchangeeffectivelybybuilding

thecapabilitytohandle

futureshiftswithconfidence.SpotlightWalk

with

yourteamsthroughchangeEveryonenavigateschangeattheirownpace.Asleaders,

yourroleistosupportindividualsandempowerteamsthroughoutthetransition.OrganizationalchangeevaluationPersona-based

changeimpact

assessmentIntegrated,overarching

change

roadmapOurProsci-certifiedChangePractitionershelpclientsdefinetheircurrentandidealstateaspartofmappingarealistic,successfulchange

strategyincluding:Changeisn’tjustaprocess;it’sanemotional

journey.Weaddressall

7emotionspeopleexperience,helping

leadersmeetboththeoperationaland

humanneedsoftransformation. 65.ExperimentationEmployeesbegin

workinnewenvironment;starttoseesmallwins

andbeginfeelingmorepositive.

CHANGE

LEAD

E

RSHIPAdaptedfrom

theKübler-RossChangeCurve®123

Results•Increasedorganizationalawareness,excitement,and

acceptance

forthetransformationacrossthe

organization.•

Tailoredrole-based

trainingspreparedend-usersinadvance

leading

tosmoothadoption.•Providedchangeleadership-

blueprintandtemplates,enabling

theclienttodrive

effectivechange

forfuture

initiatives.Alargeintegratedhealthcareorganization

wasundergoing

anextensivedigitaltransformation

within

theirMedicaidbusinessunit.Theclientrequiredsupportinmanaging

thetechnicalimplementationaswellasassessing

theimpactandpreparingthe

organization

tomanageupcomingchanges.

Wedevelopedandimplementedachangeleadershipplan

ensuringleadershipbuy-in,

featuringrobustcommunications,comprehensive

role-based

training,andactivestakeholderengagement.

SolutionTheplan

wascarefullytailoredfortheclientbyincorporating

feedback

fromlessonslearnedfrompriortechnologyimplementationsandcreatingpersonas

forimpactedstakeholders.Itencompassed

overarchingactivitiesmanaging

organizational

awarenessand

detailedoperationalreadinessactivities

synced

withtechnicaldelivery.Wereceivedbuy-in

fromtheprogramsponsorsandactivelyengagedleadersPracticeinactionDrivingchange&adoption

forasuccessfullargescaledigital

transformationthrough

thetransformation,driving

top-

downandcascadingcommunicationsfrequently.Weidentifiedchangeagents

acrossimpacted

teamsdrivingsmoother

adoptionandestablisheda

forum

forend-users

tosubmittheirquestionsor

concerns.Wavestone

utilizesthe

ProsciADKAR®Model

as

a

foundation

forchangeleadership

solutions

CHANGE

LEAD

E

RSHIP

Challenge702.Redesigningorganizationalstructureforspeed

&alignmentThebestinnovations,tech,andstrategies

only

workifteamsaresupportedwiththerightprocesses,structureandoperatingmodel.EnableAcustomapproachconsiders

focused

on

yourorganization’s

prioritiesacrossthreeareas:•

Strategy,Objectivesand

Priorities•Operations,

StructureandWaysofWorking•

Systems&

ExecutionSource:

©AdaptedfromWavestone

researchandexperience.Strategy,

Objectives

andPrioritiesDefinestheidentityandgoalsfororganization,businesses

andfunctions,how

wecreate

valueinpursuitofthosegoalsandwhat

weneed

tobeabletodotomeet

thegoals.Operations,

Structure

&

Ways

of

WorkingDefineshowteams,resources

andcapabilitieswillbealignedandorganizedto

deliveronstrategicobjectivesandhowthe

functions

willinteract

withinternalandexternalstakeholders

toachieveobjectives.DeterminesSystems

&ExecutionDefinestactics,activitiesandactions,owners,process,technology,andstakeholderstoexecutewithintheoperatingmodelandorganizational

structure

toachieveobjectives.OrganizationalAlignmentModelDeterminesMarket

DeterminesDeterminesOrganizationalStructureDeterminesPeopleandTalentVision,

Mission,

Purpose,ValuesEnableSystemsand

TechnologyEnableProcesses

andPoliciesEnableOperating

ModelEnableCapabilitiesEnableDeterminesDeterminesEnable ORGANIZATIONAL

S

TRUCTUR

EOrganizationaldesigngroundedinbusinessstrategy.Organizational

designisbroaderthanlayersandlevels.

Yourstrategyshould

consider

fourkeyareasandalignacross

yourentire

valuecreationspectrum:3How

yourorganizationisstructured:Thereportinglines,team

compositions,

organizationalhierarchiesthataidin

ensuringworkgetsdoneandteammembersaresupported.4

How

yourorganizationinteracts:Theoperatingmodelandexpectationsforhowteamsandleaderswithinyourorganizationwork

togetherandsupporteachother.1

What

yourorganizationknows:Theseareyourorganization’scapabilities,

howyoudowork,how

youlearn,andhowyouimproveasanorganization.2What

yourorganizationdoes:Thesearethedaily,weekly,

monthly,

quarterly,andannuallyactivitiesyour

organizationconductstodelivervaluetoyourcustomers.

9Wecanpartner

with

youto

ensureseamlessorganizationaltransformation.TheOrgAccelerator

isa

12-weekprogramdesignedtorapidlyadvance

transformation

andperformanceincluding:•

Assessmentofcurrent

stateorganization

vs.

strategicpriorities•

Supportofoperating

modeland

functional

alignment•

Sequencedapproach

torestructuringand

reorganization•Improvingefficiency

throughstreamlined

processes,technology

advancement

andupskilling•Rightsizingrolesand

skillstorealizethestrategy•Realigningrolesand

decisionrightsSpotlightRapidlyadvancetransformation

withOrgAcceleratorapproach

to

organizational

design

thatmodel

enables

aleap-forwardA

structured

andprovensupports

your

operatingin

transformation.

10 ORGANIZATIONAL

STRUCTURE本报告来源于三个皮匠报告站（）,由用户Id:619989下载,文档Id:878637,下载日期:2026-05-12

ResultsIn12weeks,Wavestonedelivered

aroadmaptorealizea3:1return

thatinvolvedchangesin

theoperatingmodel,structure,

processes,androles.Theroadmapprovided:•

Anoperatingmodelthatclarified“how

theywork”and

gave

theteamdistinct

value

withcustomers.•

Asuccinctoperatingrhythm

anddecisionrightstobetter

alignand

focus

work.•

Apathtobetterintegrateand

realizesynergiesinthecurrent

team.•

Aplaybook

tomorequickly

andeffectivelyintegratefutureacquisitions.Sixmonthspostintegration,thebusiness

unitleadership

teamofalargehealthcare

organization

wasstillstrugglingtounitepeople.Theclientrecognized

thattheyhadnot

yet

fullyrealizedsynergies

justastheywereconsideringseveralnewacquisitions.Employeeswereuncertainabout

when,and

if,things

wouldchangeintheneworganization.Decision-making

wasdelayedandoften

requiredseniorleaderinput.Leadersthemselvesweredivingdeeponcontent,

struggling

toconnectacrosssilos,andfeelingoverwhelmed.

SolutionWavestonedevelopeda12-weekorgaccelerationplan.Weworkedalongside

leadershipto:•

Assesscurrentstaterolesandactivities•Developacapabilityandactivitytaxonomy,and

theoperatingmodeland

guidingprinciples

forthefuturestateorganization,aswellasaroadmap

for

implementation

withvaluerealization•Redesigntheorganization,includingdecision-making

factorsandstructure.PracticeinactionOrganizational

transformation

for3:1returnoninvestment

11

ChallengeORGANIZATIONAL

STRUCTURE03.Future-proofingtalent:planning,development&leadershipNewleaders

willemerge

tohelporganizationsmoveforward.Theywillunderstandworkplacesentimentand

embraceleadinginexcitingandthoughtfulways.Creatinganemployer-employee

win-winHowtoalign

yourbusinessneeds

with

youremployee’s

careerdevelopment

goalsThecostoflosinganemployeeishigh—especially

whentheytakewiththemcritical

technical

orindustryexpertise,orwhenaseasonedleaderdeparts,leavingbehindagapintrusted

relationships

and

team

cohesion.Thebestdevelopmentprogramsandtalentstrategiesonly

workiftheyalignwiththecareergoalsofyouremployees.

The

employee

view

on

career

growthLifetimeemploymentisno-longer

thegoal.

Whenemployeesarecoachedon

developingacareer,successisusually

notpaintedasa40-yearcareer

withone

company.

Thatcouldbeconsideredthe

exceptionnotthenorm.Yourtalentstrategyshouldinclude

answerstothesequestions:oHowlongdoesittakeyoutodevelop

anemployeeinacriticalbusinessarea?oWhatistheincentiveforthem

tostay

afterthisdevelopment?oDoesyourtalentstrategysupportamodelwhereanemployeeisonlywith

youforafewyears?Howcan

youleveragethistoanadvantage?oDoyourincentivesandrecognition

flex

withyourtalent

strategy?Optimizing

yourtalentpipelineWhatexpertise

do

you

want

todevelopin-house

and

where

doesit

makesense

tobringinexternaltalent?Look3-5yearsoutin

yourorganizationalstrategy.Criticalbusinessneeds:Whatarethecurrentand

futurecompetitiveadvantageareas,and

howdoes

yourtalentstrategysupport

this?Competitiveadvantageareas

will

likelyneedin-houseexpertise.Best

practicesincludeearlytalentdevelopmentprograms,HIPOprograms,structuredmentorshipprograms,up-skilling,re-skillingand

eventechnical

training.TalentpipelinehealthGiven

your3-5yearstrategy,whatis

arealisticviewoftalentreadiness?oDoesyourcurrentstrategypreparethetalentyou’llneed?oIstheretimetodeveloptalent

in-house?oWhereand

whenshouldexpertise

bebroughtinfromoutside?Talent

planning

is

complex

andnuancedandrequiressignificanttimeandexpertise.Therighttalentstrategyitselfcanbecomeacompetitiveadvantageforyourbusiness.Wavestone

canhelp

youdevelopyourtalentstrategy

withexpertlycraftedTalentandSuccessionPlanningPrograms.Talentplanning&development

13

TALE

NTPLANNINGInspire&rallyEffectivetransformationalleadershiphingesoninspiringandaligning

teamsaroundashared

vision.

Yeteventhemostpromisinginitiativescanstallwhenfaced

withresistance.Anticipatingandaddressingconcernsearlyhelpsbuildtrustand

ensuresmoothertransitions.Wavestonehelpsleaderssharpentheskillsthey

needtodrivesustainablechange

through:•Leadership,individual,andteamassessments•Practical,multi-facetedleadershipdevelopment

programs•ExecutiveandExecutiveLeadershipTeam

(ELT)

coaching•

SupportinenablingacultureofaccountabilityTransformationalleadersbuildinclusive,agile

teamsthatanticipatetrends,driveinnovation,

andthriveincontinuouschange.InherHBRarticle,

“TheNewRules

ofExecutive

Presence”,

SylviaAnnHewlett

writesaboutherresearch

onthechangingdefinitionofExecutivePresence

(EP);“Confidenceanddecisivenesshavenotgoneoutofstyle;

thosearestillthemost-sought-aftertraitscontributing

to

gravitas,

whichaccountsforthelion’s

share

ofEP.However,inclusiveness,in

all

its

manifestations—respectingothers,listening

tolearn,

telegraphingauthenticity—hasshotontothelistofthemost-valuedcomponentsofallthreedimensions

ofEP.

”(Hewlett,

2025)Tosupportthis,weoffera

rangeoftargetedsolutions,

including:•

Organizationalassessments•

Employeeengagement

strategies•

Employeeexperienceinsights

(includingsentimentandsatisfactionanalysis)•

Changereadinessevaluations•

Skillsetassessment

and

developmentplanning•

Talentlifecycleoptimization•

Enablementandadoptionof

HR

systems

(e.g.,

HRIS,

LMS)•Wellbeing

program

design

andimplementationRetain&engageAgenuineefforttogatherhonest

feedbackbuildstransparency,

fosteringtrust,

goodwill,andstrongercollaboration

acrossthe

organization.WecombinedeeporganizationalbehaviorexpertisewithAI-poweredtoolstohelpcompaniesbuild

environments

wherepeople

andperformancethrive.SpotlightTransformationalleadership

14

TALE

NTPLANNING

Results•Ourstrategicworkforceplanning

recommendationsledtodecisionsdirectlyincreasing

productivityandefficiency

throughout

theorganization.•

Additional

workstreamsweredeveloped

tocontinuebuilding

onthecompany’sgrowth.Aconstruction

andtechnologycompany

wasgrowing

through

theadditionofnewcompaniesandindustries,creatingalargerandmore

complexenvironment.Tosuccessfully

adapt

tothisstateofgrowth,theclient

engaged

Wavestoneastheirpartnerto

assessandsupportorganizationredesign,successionplanningandleadershipdevelopmentefforts.Becauseoftheclient’sstrongculture,

theywantedto

work

withaprovenpartnerwhohadhelpedsimilarlystructuredcompaniesinthepastand

hadatrackrecordofcustomization.

ApproachOurteambeganbyguiding

theleadership

teamthroughourorgredesignprocess.Oncecomplete,

we

workedthroughsuccessionplanning

exercisestoassesscurrentdepthoftalentandcreateatalentroadmap

for

futuregrowthroles.Thefinalcomponent

wasleadership

training

to

strengthenandalignleadersinthecriticalleadershipskillstosupportgrowth,including

theuseofDiSCand

individualizedassessmentsandfeedback,andacustomizedlearning

journaland

toolkit.PracticeinactionEstablishingleadershipbestpractices

foragrowingcompany.

15

Context

and

objectives

TALE

NTPLANNING04.Buildinganagile,insight-drivencultureWithrapidshiftsinbusinessandtechnology,organizationsmuststayfuture-focusedwhileremainingagileenoughtoseizeemergingopportunities.Getting

to

anintegrated

operatingrhythmAsyourcompanymaturesintonewmethodsofbuildingagilityandbetter

decision-making,considerhowmature

yourcultureisatinsustainingitself.Ultimately,

youwanttomovetoward

aself-sustainingand

thrivingculture

thatintegratescuriosity,courageand

fastdecisionmakingintoday-todayroutines,regardlessoftheleaderordepartment.Self-Sustaining,

ThrivingIntegratedOperatingRhythm,Day-to-

DayRoutinesEmbeddedLeadershipRoleModels,ConsistencyacrossBusinessUnitsLeaderDependentReliesonStrengthofLeader,PocketsofConsistency,ReactiveEmbeddingAd

hocInconsistent,Disjointed,OrganicSource:©WavestoneresearchandexperienceTeaching:

agility&

fast

failureA

culture

of

curiositybuilds

agilityWhencuriosityisencouraged,and

skillsaroundexperimentationare

taught,theriskofmyopicstrategy

andgroup-thinkarereduced.Fail

fast,reward

courageCreatingthesystems,habitsand

psychologicalsafetyrequiredto

enableafail-fast

culture

takesintentionaleffort.Itisonethingtosay,"takerisks",or"makemistakes",butitisafarmore

effectiveapproach

toensurethateverypartofateammate’semployee

experienceenablesthis,especiallyat

criticalinflectionpointslikestrategy

development,ideasourcing,andsuccess/failureresponse.FasterdecisionmakingRigorandstructurearound

yourdecision-makingmodelimproves

decisionqualityandspeedandreinforcesacultureof"small-bets"

and

“fail-fast".Ifyoudon’thavea

modelin-place

tohelp

yourorganizationmakedecisions,Wavestonecanhelpyoubuildone

and

thenpartnerwithyou

toincorporateitinto

youroperating

model.Buildingacultureofcuriosity,courageandrelentlessimprovement.Keeping

an

eye

on

thehorizon:Whatmethodsdoes

yourcompanyemploytoensurethat

youstayup-to-dateonyourindustryandcustomerlandscape?

Areyouabletopivotquicklytostayrelevant?

Below,wegiveapreviewofhowtoteachagilityandimprovedecisionmakinginyour

organization.Then,ontheright,theCultureMaturityCurveshowstheprogressionof

embedding

theseinitiatives

throughout

theongoingrhythmoftheorganization.

17 INSIGHT-DRIVENCULTUREThe

culturematuritycurve

Results•Developedaglossaryofstrategic

termsfromacomplexbusiness

plan,ensuringclarityatallorganizationallevels.•

Createdcomprehensiveorganizationalstructurecommunicationsand

toolkits,receivingfeedbackas"themost

comprehensiveandclearcommunication

thatIhaveseen

comeoutof[theorganization].•Introduced

twonewcommunication

channels

toincreasetouchpoints

withleaders.•Leadersrecognizedthevalueofthe

processthathelpsnewleadersintegrateintotheirteam'sculture

andrelationships.Aglobalmanufacturing

companyintroducedanewmulti-yearstrategyfocusedonsignificantinvestmentsandambitiousgrowth.However,

therapidchangesled

to

widespreaduncertainty

across

the

organization.Employeesstruggledtounderstandhowtoaligntheir

individualroleswiththisstrategicshift,leadingtodifficultiesinactingon

thenew

strategy.Asaresult,leadershipstruggledtomotivatetheworkforceto

embrace

and

executethenewdirection.

Concernsabout

job

security,

evolving

roles,

and

shifting

organizationalgoalsmade

the

situation

even

more

difficult.

ApproachLeadersfoundoursupportduringthe

newleaderassimilationprocessespecially

valuable,creatingapositive

rippleacrosstheorganization.

Ateam

bondingsessionwithover120participantsmarkedtheirstrongestcommunicationinyears.Bykeeping

thingssimpleandeffective,

weproved

thatevencomplexstrategiescanbe

successfullyactivated.Unliketraditionalchangeleadershipthatfocusesonlyonimplementation,ourapproach

emphasizedhelpingleadersactivatetheirstrategybyaddressingimmediateneedsandimprovingbusinessperformance.

Wesimplifiedacomplexbusinessplaninto

aclearandeasy-to-understand

format,

overcoming

challengesateverystep.PracticeinactionActivatingleadership:Aframeworkforeffectivechange

18

Context

and

objectives INSIGHT-DRIVENCULTUREThisis

justthebeginning.Let’scontinuetheconversation!Thewayweworkisshiftingquickly.Thisebookoffersasnapshotoftheforcesshaping

thatchange,

fromtheriseofGenAItoevolving

digitaltransformationefforts,organizationaldesign,andexecutiveleadership.Today'sleadersfaceunprecedentedexpectations,butalsoextraordinaryopportunities

toreshapehowtheirorganizationsoperate,compete,andthrive.Wavestoneoffersexpertiseinthefollowingcapabilityareas:•

ChangeLeadership•

OrganizationalStructure&Design•

TransformationalLeadership•EmployeeExperienceIfyouoryourorganizationareinterestedinlookingdeeperatthesetopics,orifyouhave

achallenge

you

wouldliketodiscuss

withus,pleasereachouttoJudyJohnson.Judy.Johnson@