What Does the Future of Work Really Mean for the Enterprise? (ICYMI)

digital business transformation Sergey Nivens/Adobe Stock

The future of work is upon us, or at least that’s what the marketing gurus would have us believe.

From the explosion of the gig economy to the increasing availability of online marketplaces and talent clouds for labor, the way businesses source, manage and spend for labor has changed dramatically. But amid this deluge of new information and technology, we may have forgotten to ask ourselves an essential question:

What does this future really entail for large organizations?

What does it really mean for internal business users, who need labor and services but are subject to constrained budgets and time pressures?

What about senior executives, who have their eye on growth, competitive advantage, profitability and shareholder value?

And how about contingent workforce and services procurement practitioners, who are focused mostly on controlling cost and risk while being nearly fully tapped out putting standard programs in place?

Just asking these questions gave Spend Matters Research Director for Services and Labor Procurement Andrew Karpie knots in his stomach, he explained in a recent article exploring the answers to those questions.

Indeed, as Karpie explores in The Future of Digital Sourcing Channels for Labor and Services: Supply Side or Demand Side Driven?, “trying to understand the emerging relationships between large, complex organizations and the extremely complicated, rapidly evolving world of digital sourcing channels is a more than daunting undertaking — for any of us.”

From the state of business adoption for the alternative, digital talent supply chain to the missing link between enterprise demand and new forms and sources of labor, Karpie presents his answers to these questions while helping practitioners chart a course for the next “real” steps in addressing the future of work.

Want to know how we get there? Check out the full article.

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