The Status: A Vision for the Future of Work

Our latest vision concept illustrates what the future of our software — and the future of work — might look like.

Building with trees and glass ceiling

A couple of months ago, Keiichi Matsuda released a short film called Merger, a dystopian view on the future of productivity as a consultant. It’s very well made and leads to a lot of engaging discussions.

It’s interesting to think about this movie, both from our perspective as makers of software that might contribute to this cult of productivity, as well as from the perspective of a user of productivity software.

In developing new functionality for 10,000ft, we spend quite some time thinking about what impact new societal and technological trends have on our domain, and how we might want to leverage new technology in features.

As part of the development process, we periodically create vision concepts. These are high fidelity versions of what our product could be — rendered in “Hollywood UI” — to communicate the core of an idea, without a lot of the details of realistic UI.

The purpose of these vision concepts is not to be an exact specification of some future feature, but rather a tool to further the design discourse.  We use these prototypes for internal debate, but also to share with customers and to get their perspective on these ideas. This dialogue then helps refine our point of view.

The most recent version of our vision concepts explores the impact that the speed of technological change will have on the organizational operating system. They will restructure to become more agile, project-based, and outcome-focused.

Our vision includes, among other things, how we would like more data-driven and AI insights to be reflected in our product going forward. Matsudo’s Merger concept video highlights people’s fear around losing control due to AI taking over. But we have an overarching people-first approach, which drives us to explore how people can remain in control.

For example, when an AI system makes suggestions, it should always be possible to figure out (in the UI) how it came to this conclusion. Also, the suggestions should always be in service of decisions that operational people need to make. There is always a lot of subjective and data-driven input that drive business operational decisions and it’s unlikely that there will be a single source of data that has all the answers.

Want to see the future of work?

Take a look at a snapshot of our vision for the future of work, and let us know what you think.

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