The Future of Work: Does Anyone Still Care?

Sustainability, future readiness, co-creation — just a few years ago, these were guiding principles for many organisations. Surrounded by a broader social and political push for ecological and social change, there was a widespread sense of progress and possibility. Today, that forward-looking spirit seems to have all but vanished. Across many workplaces, vision has been replaced by restraint, budget cuts, and a narrow focus on day-to-day operations.

It’s not an exaggeration to say that organisational development is being scaled back. And this goes far beyond diversity work. In our collaborations with clients, we are seeing employee programmes being discontinued and innovation departments dissolved. What was once considered a key task for the future has suddenly become a “nice-to-have” — something seen as unaffordable in times of crisis.

Of course, this is understandable to some extent. When jobs are being cut, savings must be made and priorities reassessed. Yet here lies a dangerous misconception: it’s precisely in times of uncertainty, economic pressure and social upheaval that we need vision most. Not as a luxury, but as the foundation for how we want to work, live and shape the future together. Future readiness does not emerge from short-term crisis management — it stems from long-term thinking, from the ability to develop new answers when old patterns no longer serve us.

Vision Is Not a Question of Budget

Right now, many organisations lack a clear vision. The dominant narratives are backward-looking, tinged with resignation. It often feels almost impossible to look ahead. A new kind of common sense seems to have taken hold — and rather quickly — based on the idea that only big investments create meaningful impact. This has led to change processes being put on hold. “We don’t have the budget for that at the moment” becomes an excuse to stay inactive.

But cultural change rarely requires large budgets. It begins with consistent decisions in the small moments: in meetings, in leadership culture, in communication.

A vision — a guiding framework for collaboration, culture and justice — does not initially need a big budget. What it needs is clear intention, strong leadership commitment, clarity and good communication. This is especially crucial in times of crisis, when uncertainty rises. Organisational development is a key lever for navigating that uncertainty — offering employees a sense of security and perspective, even when no new projects are being launched.

The Future of Work: Does Anyone Still Care?

The Future of Work: Does Anyone Still Care? What It Really Takes

What’s needed is not a financial injection, but a shared understanding: What do we stand for — and where do we want to go? An organisation can live its values even without expensive programmes. It can design processes more collaboratively, even without hiring external consultants.

Yes, resources are limited. But focusing only on what’s missing often blinds us to what’s already there. Instead of constantly talking about what’s lacking, it’s worth treating resource orientation as a strategic principle: Which skills, time windows, networks and energies already exist — and how can we use them more effectively?

For example, internal exchange formats or learning spaces can be designed with existing teams rather than relying on costly external training. Internal mentoring structures can transfer knowledge and strengthen diversity as a core value without requiring additional funding. And employees can be included in strategic decisions without large financial investments.

The key prerequisite for this is a conscious mindset: not one of scarcity, but of potential. Not asking, “What can’t we do?” but “What can we do with what we have?” This kind of resource awareness strengthens organisations in times of crisis — and builds long-term resilience far more effectively than any short-term austerity measure.

Communication Is Also a Resource

Another aspect often underestimated when budgets are tight is communication. It costs almost nothing — and yet it can achieve a great deal. One simple principle applies: you cannot not communicate. Even what is left unsaid sends a message. Silence about goals, unclear priorities or missing updates can create insecurity and mistrust — especially when change is already in the air.

In times of crisis, people are unsettled. But when organisations communicate their vision, goals and priorities transparently, they build trust. When employees understand why certain decisions are made and where the organisation is headed, they are more likely to support the journey — even when not every wish can be fulfilled.

Especially in moments of restructuring or cost-cutting, communication becomes a strategic tool. It can create meaning, provide orientation, and activate collective responsibility. And it can demonstrate that shaping the future is not merely a question of resources, but of attitude.

In Krisenzeiten sind Menschen verunsichert. Wenn Organisationen aber ihre Vision, ihre Ziele und ihre Prioritäten transparent machen, entsteht Vertrauen. Wenn Mitarbeitende verstehen, warum bestimmte Entscheidungen getroffen werden und wohin die Reise gehen soll, können sie sich eher mittragen – auch wenn nicht alle Wünsche erfüllt werden. Gerade in Momenten des Umbaus oder der Einsparung ist Kommunikation ein strategisches Instrument: Sie kann Sinn stiften, Orientierung geben und kollektive Verantwortung aktivieren. Und sie kann deutlich machen, dass Zukunftsgestaltung nicht nur eine Frage der Ressourcen ist, sondern eine Frage der Haltung.

Future Readiness Means Not Losing Sight of the Future

It’s understandable that organisations become more cautious in times of crisis. But future readiness doesn’t come from putting all long-term goals on ice until “better times” return. It comes from remembering what we’re working for — and how we can shape that future with the resources we have right now.

Now is precisely the moment to discuss what we want to preserve, what we need to change, and what kind of organisation we want to be. The question of how we work together — our collaboration and cohesion — should be at the centre of every discussion. Those who manage, especially now, to listen to their employees, take their concerns seriously, and respond honestly and proactively, can strengthen belonging and trust even in uncertain times.

When budgets shrink and resources are scarce, that’s when we truly see who is serious about shaping the future. Future readiness is not only built through major investments — but through strategic decisions, clear values and a culture that embraces change.

Where There’s a Will, There’s a Way

The future of work: does anyone still care? If you’re a leader or decision-maker who can answer that question with a clear “yes” — and you’re thinking about how your organisation can remain capable of action in the long term, even with limited resources — we can support you.

IN-VISIBLE offers free resources to help: practical guides, reflection questions for teams, thematic deep dives, and our monthly newsletter with insights on workplace culture, justice and transformation.

You can find all of this on our website — or get in touch directly at hi@in-visible.berlin to discuss how you can make future readiness a firm part of your organisational strategy.