That’s the bold question at the heart of a recent report exploring how entrepreneurs and business leaders can support people in adapting to the evolving employment landscape, as jobs continue to be automated or offshored. Rather than trying to forecast what lies ahead, the report suggests we focus on creating meaningful, sustainable flexible working options to meet the demands of modern life.
Produced by the US-based Autodesk Foundation in partnership with Zinc, a venture-builder backed by the London School of Economics, the report – Unlocking Opportunities for People Hard-Hit by Automation and Globalisation – examines both the advantages and inequalities driven by rapid change. It highlights how opportunity is still distributed unevenly between individuals and across regions.
The origins of flexible working
Many associate flexible working as a relatively new idea with trendy offices and a startup aesthetic – but this perception ignores its long and varied history. As early as the 1930s, W. K. Kellogg Co. challenged the conventional eight-hour, five-day workweek by trialling six-hour shifts across four daily blocks. The experiment ended when President Franklin D. Roosevelt required companies to run at full capacity for war needs, but the concept had already taken root.
Later, in 1945, author Albert Morton Persoff proposed that American workers be granted paid sabbaticals every seven years to reduce unemployment and foster a more engaged workforce – though the idea never gained wide traction.
By the 1970s, forward-thinking companies like Hewlett Packard were experimenting with alternative work structures at its Waltham MA plant. In West Germany, the term “flex time” emerged in 1978 to support better work-life integration. The 1980s then saw a brief rise in telecommuting, driven by the energy crisis, although not all employees welcomed the idea of working remotely.
Over the last decade, however, flexible working has transformed from an exception into a mainstream expectation. Companies increasingly recognise the value of offering flexible working options – not just as a perk, but as a strategic necessity.
Preparing for what we can’t predict
If the last few years have taught us anything, it’s that certainty is elusive. The COVID-19 pandemic underscored how quickly circumstances can shift, and how essential it is for organisations to be agile. Flexible working plays a critical role in this adaptability, allowing teams to respond swiftly to change and disruption.
There is no one-size-fits-all model. Flexible working could mean working from home a few days per week, fully remote roles, or hybrid arrangements tailored to team dynamics or individual needs. Companies like Google and Amazon have embedded such flexibility into their operations – not just to navigate crisis but to attract and retain top talent.
The commercial benefits are clear, but so too are the human ones. A more flexible approach often leads to greater job satisfaction, improved wellbeing, and better work-life balance. Employers who embrace this stand to gain not only in productivity, but also in reputation.
Technology as an enabler
Undoubtedly one of the biggest drivers in flexible working and flexible workspaces has been technology, flexible working would not have the success it does without the ability to do your job in different locations. In the last 10 years, however, improving internet speeds and better-quality video conferencing facilities mean more offsite employees can communicate with colleagues’ face to face while miles apart. These are key factors in being able to work remotely. As the tech industry will only grow it will give more options for people to change how they work.
Shifting mindsets and embracing change
Finland stands out as a pioneer in flexible work, having embraced agile hours for decades. Its success lies in a culture built on trust, fairness, and pragmatism – principles that underpin effective flexible working environments.
The growth of coworking spaces and the gig economy further signals a shift away from rigid employment models. Freelancing, short-term contracts, and entrepreneurial ventures are increasingly attractive alternatives to traditional roles.
As we look ahead, it’s time to stop relying on forecasts and start responding to what workers truly need. Economic policies have long prioritised consumer demand over worker wellbeing. This needs to change. By better understanding workers’ behaviours, motivations, and expectations – particularly through behavioural science – we can help people build resilience in uncertain times.
In a world defined by unpredictability, flexibility is a powerful asset. Instead of attempting to predict the future of work, why not explore the potential of flexible working options? After all, what’s the worst that could happen?
