THE NOWHERE OFFICE

An entrepreneur and business consultant shows how the world of work is being remade—and so rapidly that in some respects it’s unrecognizable.

Even before the pandemic, Hobsbawm observes, transformational shifts were occurring in three areas that had implications for intellectual and office work: politics, “specifically the issues of inequality and sustainability”; society, with the largest cohort of workers being Generation Z but mingling generations on either side; and technology, with a shift to what’s called the metaverse, “where virtual reality becomes far more real in our lives than we ever thought possible.” The pandemic accelerated the recognition that people didn’t need to work in an office on a regular schedule, and that in turn sped up the “increasing backlash against work”—work, that is, that did not have a clear purpose and wasn’t life-enhancing in some way. As Hobsbawm observes, such work is generally simple, at least in its conception: We’re going to fix this problem; we’re going to build this. Yet offices have grown complex, mostly due to the proliferation of complexity-making middle managers who aren’t needed in a world of remote work, wherein “much management energy will need to go into fresh challenges: scheduling hybrid working, reframing the measuring of performance.” In this matter, writes the author, corporations must reframe both their approaches to human resources, returning the “human” to the equation, and their relationships with their employee: “The onus should be less on the employee having their performance evaluated and more about the organization being asked: how are we performing for you?” There may be institutional resistance to such changes, but, Hobsbawm warns, the genie is out of the bottle. Those Gen Z and millennial workers simply aren’t going to show up to places that treat them like cogs in an outdated machine.

An intriguing consideration of this bewildering “liminal in-between time in the history of work.”