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

&ChangeLeadership

21Changeleadershipin

theera

of

AI&digital

transformationLeading

throughaSeismicshiftWalking

withyourteamsthroughchangePracticeinaction45673Future-proofing

talent:

planning,

development

&leadershipTalentplanning&developmentTransformationalLeadershipPracticeinaction121314152Redesigning

organizational

structure

forspeed&alignmentOrganizationaldesignRapidadvancetransformationPracticeinaction8910114Building

anagile,insight-driven

cultureBuildingacultureofcuriosityPracticeinaction161718SummaryWorkplacetrends: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

transformation2.

Redesigningorganizationalstructure

forspeed

&alignment3.

Future-proofing

talent:planning,development&leadership4.Buildinganagile,insight-drivencultureWhether

yourorganizationisupgradingdigitalplatforms,experimenting

with

AI

tools,orembeddingroboticsinto

yourmanufacturingprocesses,new

ways-of-

workingandnewexpectationsofleaderscontinuetounfoldasorganizationsleap

forward

withacceleratedchanges.Introduction

3

401.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?TheroadtochangeAtthecompanylevel,

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.AISentiment

CHANGE

LEAD

E

RSHIPLeadingthroughaseismicshiftinhowwe

work.Low

Highxftrom

Optimism(Basiouny,

2025)edtearticleAdapt

5Low

HighPerceivedImpactGloomersBloomersDoomersZoomersThe7emotions

elicitedbychange3.FrustrationAsspecificchangesbecomeknownandcommunicated,teamsmay

feeloverwhelmed&

fatigued.7.IntegrationResourcesandtoolsareinplacetosustain

adoption&

new

waysof

working.2.DenialAsteamsbegintofully

adoptthe

newwaysofworking,therewilllikely

beincreasedresistance.Leadershipsupportisrequiredthroughthistransition.Afterinitialannouncementofthechanges,mostindividualswillbefocusedonunderstandingthehow.5.ExperimentationEmployeesbegin

workinnewenvironment;starttoseesmallwins

andbeginfeelingmorepositive.Asapartnerinhelpingcompaniesthroughchange,

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. 66.DecisionAsrollouts

andimplementation

begin,

celebrationofwinsandcontinuedWIIFMrequired.

CHANGE

LEAD

E

RSHIPAsawarenessincreases,

questionsandconcern

focusedaround‘who,and

thelevel

ofimpact

willincreaseAdaptedfrom

theKübler-RossChangeCurve®1234.Depression1.Shock

Results•Increasedorganizationalawareness,excitement,and

acceptance

forthetransformationacrossthe

organization.•

Tailoredrole-based

trainingspreparedend-usersinadvance

leading

tosmoothadoption.•Providedchangeleadership-

blueprintandtemplates,enabling

theclienttodrive

effectivechange

forfuture

initiatives.Theplan

wascarefullytailoredfortheclientbyincorporating

feedback

fromlessonslearnedfrompriortechnologyimplementationsandcreatingpersonas

forimpactedstakeholders.Itencompassed

overarchingactivitiesmanaging

organizational

awarenessand

detailedoperationalreadinessactivities

synced

withtechnicaldelivery.Wereceivedbuy-in

fromtheprogramsponsorsandactivelyengagedleaders

through

thetransformation,driving

top-

downandcascadingcommunicationsfrequently.Weidentifiedchangeagents

acrossimpacted

teamsdrivingsmoother

adoptionandestablisheda

forum

forend-users

tosubmittheirquestionsor

concerns.Alargeintegratedhealthcareorganization

wasundergoing

anextensivedigitaltransformation

within

theirMedicaidbusinessunit.Theclientrequiredsupportinmanaging

thetechnicalimplementationaswellasassessing

theimpactandpreparingthe

organization

tomanageupcomingchanges.

Wedevelopedandimplementedachangeleadershipplan

ensuringleadershipbuy-in,

featuringrobustcommunications,comprehensive

role-based

training,andactivestakeholderengagement.

SolutionPracticeinactionDrivingchange&adoption

forasuccessfullargescaledigital

transformation

7Wavestone

utilizesthe

ProsciADKAR®Model

as

a

foundation

forchangeleadership

solutions

CHANGE

LEAD

E

RSHIP

Challenge

802.Redesigningorganizationalstructureforspeed

&alignmentThebestinnovations,tech,andstrategies

only

workifteamsaresupportedwiththerightprocesses,structureandoperatingmodel.OrganizationalAlignmentModel ORGANIZATIONAL

S

TRUCTUR

EOrganizationaldesigngroundedinbusinessstrategy.Organizational

designisbroaderthanlayersandlevels.

Yourstrategyshould

consider

fourkeyareasandalignacross

yourentire

valuecreationspectrum:Vision,

Mission,

Purpose,ValuesMarketCapabilitiesOperatingModelOrganization

alStructureProcesses

andPoliciesSystemsand

TechnologyEnable

Determines3How

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.Acustomapproachconsiders

process,focused

on

yourorganization,s

prioritiesacrossthreeareas:•

Strategy,Objectivesand

Priorities•Operations,

StructureandWaysofWorking•

Systems&

ExecutionSource:

©AdaptedfromWavestone

researchandexperience.technology,andstakeholderstoexecutewithintheoperatingmodelandorganizational

structure

toachieveobjectives.Enable

-

--Determines

capabilities

willbe

aligned

and

organized

to

9Strategy,

Objectives

andPrioritiesDefinestheidentityandgoalsfororganization,

Determines

businessesandfunctions,how

wecreate

valueinSystems

&ExecutionDefinestactics,activitiesandactions,owners,Enable

i-----

-----s

functions

will

interact

with

internal

and-

-

---

Determines

abletodotomeet

thegoals.pursuitofthosegoalsandwhat

weneed

tobeexternalstakeholders

toachieveobjectives.deliveronstrategicobjectivesandhowtheOperations,

Structure

&

Ways

of

Working

DeterminesDefineshowteams,resources

andPeopleand

Talent

DeterminesEnable

Enable

Enable

DeterminesEnableWecanpartner

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

STRUCTURE

1203.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.Thebestdevelopmentprogramsand

talentstrategiesonly

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

willlikelyneedin-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

13PLANNINGTAL

E

NTSpotlightTransformationalleadershipTransformationalleadersbuildinclusive,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)Inspire&rallyEffectivetransformationalleadershiphingesoninspiringandaligning

teamsaroundashared

vision.

Yeteventhemostpromisinginitiativescanstallwhenfaced

withresistance.Anticipatingandaddressingconcernsearlyhelpsbuildtrustand

ensuresmoothertransitions.Wavestonehelpsleaderssharpentheskillsthey

needtodrivesustainablechange

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

programs•ExecutiveandExecutiveLeadershipTeam

(ELT)

coaching•

SupportinenablingacultureofaccountabilityJudy-checkmeonthelasttwo

bullets,isthishow

wewanttosayRetain&engageAgenuineefforttogatherhonest

feedbackbuildstransparency,

fosteringtrust,

goodwill,andstrongercollaboration

acrossthe

organization.WecombinedeeporganizationalbehaviorexpertisewithAI-poweredtoolstohelpcompaniesbuild

environments

wherepeople

andperformancethrive.Tosupportthis,weoffera

rangeoftargetedsolutions,

including:•

Organizationalassessments•

Employeeengagement

strategies•

Employeeexperienceinsights

(includingsentimentandsatisfactionanalysis)•

Changereadiness

evaluations•

Skillsetassessment

and

developmentplanning•

Talentlifecycleoptimization•

EnablementandadoptionofHR

systems

(e.g.,

HRIS,

LMS)•Wellbeing

program

design

andimplementation

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,successionplanningand

leadershipdevelopmentefforts.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.

Context

and

objectives

TALE

NTPLANNING151604.Buildinganagile,insight-drivencultureWithrapidshiftsinbusinessandtechnology,organizationsmuststayfuture-focusedwhileremainingagileenoughtoseizeemergingopportunities.Getting

to

anintegrated

operatingrhythmAsyourcompanymaturesintonewmethodsofbuildingagilityandbetter

decision-making,considerhowmature

yourcultureisatinsustainingitself.Ultimately,

youwanttomovetowardaself-sustainingand

thrivingculture

thatintegratescuriosity,courageand

fastdecisionmakingintoday-todayroutines,regardlessoftheleaderordepartment.Self-Sustaining,

ThrivingIntegratedOperatingRhythm,Day-to-

DayRoutinesEmbeddedLeadershipRoleModels,ConsistencyacrossBusinessUnitsLeaderDependentReliesonStrengthofLeader,PocketsofConsistency,ReactiveEmbeddingAd

hocInconsistent,Disjointed,OrganicSource:©Wavestoneresearchandexperience INSIGHT-DRIVENCULTUREBuildingacultureofcuriosity,courageandrelentlessimprovement.Keeping

an

eye

on

thehorizon:Whatmethodsdoes

yourcompanyemploytoensurethat

youstayup-to-dateonyourindustryandcustomerlandscape?

Areyouabletopivotquicklytostayrelevant?

Below,wegiveapreviewofhowtoteachagilityandimprovedecisionmakinginyour

organization.Then,ontheright,theCultureMaturityCurveshowstheprogressionof

embedding

theseinitiatives

throughout

theongoingrhythmoftheorganization.Teaching:

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/failur