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 Growth and Individuals. Embrace adaptation and a growth mindset. Develop and curate a portfolio of experiences and the range of human skills and capabilities that will be essential in 100-year, multistage lives.⁵⁴ Build the skills to thrive in teams; drive your own development; and integrate combinations of education, work, and personal pursuits throughout your life.

 Growth and Business. Focus on creating new value and augmentation—not on replacement and automation. Redesign jobs and redefine work for cost, value, and meaning for customers, the workforce, and the enterprise. Partner with the workforce to build career marketplaces and opportunity pathways for growth and development; and design ways of working and workplaces integrating our personal and professional lives and accessing talent and capabilities from anywhere.

 Growth and Society. Rethink and reset education, labor regulations, job transitions, and ethics to empower the future of work in communities and regions. Question whether our social and public institutions and programs reflect our values as citizens, communities, and societies, especially as we face technological, social, and political changes, including recent movements in the United States concerning racial equity and inclusion. Recognize the impact of work, workforce, and workplace design and regulation on our lives and on the future of local communities and our shared global environment.

What Lies Ahead To help make sense of the rapidly changing world of work around us, this book is organized in these three parts: opportunity, resilience, and growth.

 Part I is dedicated to discovering opportunity in the midst of turbulent change. The chapters explore the shifting dynamics in how machines and people work together; who will do the work; and where will work be done.

 Part II explores how to build long-term resilience as we plan for many careers, organizations promote teams and networks, and leaders extend their roles as coaches and designers.

 Part III offers playbooks—integrating the insights we have explored—to guide individuals, businesses, and societies preparing for the changes ahead.

By exploring new mental models—such as people and machines working in tandem, 100-year lives with multichapter careers, the need to redesign jobs and redefine work, and the importance of resetting our institutions to help accelerate the path forward—we can gain a deeper understanding of how our complex landscape of work is evolving. Individuals can decide how to protect their livelihood while businesses and public institutions can consider how they can lead and support workforces to thrive in twenty-first-century careers and work.