Korn Ferry: Leaders have to rethink how work gets done

Korn Ferry’s latest research warns that the surge in workplace activity is not translating into higher productivity, urging leaders to fundamentally redesign how work is organized. The firm’s consultants highlighted that many executives underestimate the disruptive impact of recent changes, with 39 percent of surveyed leaders anticipating only moderate or major disruption yet more than half actually experiencing it. This mismatch, coupled with a “been there, done that” mindset, is leading talent to operate in environments where they cannot achieve meaningful results, according to Tricia Nelson, global marketing and sales director at Korn Ferry.

The report underscores that high activity levels mask deeper inefficiencies: 44 percent of workers feel stretched beyond their capabilities, and merely increasing workload does not drive growth. Roger Philby, Korn Ferry’s Global Lead of People Strategy and Performance, stresses that companies must restructure tasks so employees can see the impact of their contributions, while colleague Uren argues that passion separates minimal performance from the drive needed for expansion. The findings suggest that organizations that revamp workflows to allow space for experimentation and innovation will be better positioned for growth, rather than relying on past experience as a substitute for self‑development.

For HR professionals, the study’s key takeaway is that productivity cannot be measured by activity alone; it requires enabling talent to perform at their best. The research implies that firms ignoring these insights risk continued disengagement and sub‑optimal output, whereas those that adopt a refreshed approach to work design may unlock higher engagement and sustainable growth. The broader implication is a call for leaders to shift focus from quantity of work to quality of impact, aligning organizational structures with the capabilities and motivations of their workforce.

⚡ Effects Interpreter