We’re looking at the future of work, employment and unemployment in all the wrong ways. Even though we hypothesize about what might be, our conversation is based on an historical industrial revolution model of work that operated well for the last 150 years, but isn’t going to sui.

The shift around How to Solve the Biggest Problems With Work is not purely structural. It changes what capabilities organisations value, how people find meaning in their roles, and what conditions make good work possible. Leaders who understand this early retain the talent they need and build cultures that attract it.

The most important question is not whether How to Solve the Biggest Problems With Work will matter, but how quickly it will matter in your specific context. Leaders benefit most from mapping the ripple effects early — not just the direct impact but the second and third-order consequences that arrive later and hit harder. That is the practical work of foresight.