A glimpse into the future

In the ”Future of Work Lab”, Nicky Dries studies what the perfect future of work could look like. But what will work really look like in many years from now? Of course, nobody can tell us which predictions are right – because it hasn’t happened yet. But we can take courses of action in the present that will move us closer to one scenario or the other.

Nicky Dries emphasizes that wok will definitely change in the future and will – for example – be deeply data-driven. Something that has already changed is the definition of career success, which used to be measured by salary alone. Instead, purpose, impact, and work-life balance are now becoming the new benchmarks of a fulfilling career.

“The future hasn’t happened yet; it’s not set in stone – it’s whatever we make it.” - Nicky Dries, Professor at KU Leuven in Belgium

The power to shape the future of work

A critical point Nicky Dries raises is the underrepresentation of HR professionals in the public debate about the future of work. Despite their human-centric expertise, they are often left out of the conversation. Dries calls for their active involvement to ensure that the evolving workplace remains people-focused.

But do we really have the power to shape the future of work? Drawing inspiration from the rise of labor unions, she argues that collective action – even in today’s individualistic society – can drive meaningful transformation.

For leaders, the takeaway is urgent: technology must serve people, not the other way around. Vision, critical reflection, and a commitment to inclusion are essential. As birth rates decline globally,including those previously excluded from the labor market will become not just a value – but a necessity.

The future of work is being written now – by all of us. Listen to the full episode now!

The shift from management to leadership

Tom Venning is a business trainer, facilitator and coach specializing in B2B Sales, Leadership, and Change. For him, the rise in conversations about leadership and purpose-driven leadership isn't just a trend, but a response to a deeper need of reason and security. But what is leadership, really? Tom Venning defines it simply: “Getting people to do what you want them to do – because they want to do it.” Importantly, this has nothing to do with job titles. Leadership, in his view, isn’t about hierarchy but about influence.

Resistance, engagement and navigating unpredictability

Change, of course, often brings resistance. But Tom Venning sees resistance not as a problem, but as a signal: “When people say no, it means they’re engaging. They’re drawing a boundary, saying, ‘This matters to me’. That’s far better than a fake Yes.” He encourages leaders to approach resistance with openness. People resist change, he argues, not just because they don’t understand it – but because the current state feels more real and tangible than a vision of the future. One of the simplest tools to change that? Questions. The most powerful thing leaders can do is ask simple, high-quality questions.

Tom Venning’s own journey is full of unexpected twists – quite literally. Years ago, he started building a sailing boat. It took two decades to finish. “In the end, it became a gift from my younger self. I set off down the Danube and learned to navigate not just water, but unpredictability,” he shared. His lessons: We don’t always need a detailed plan. What we need is a clear sense of why we’re doing something, and the resilience to adapt along the way.

Cultivating curiosity and courage

If there’s one competency Tom believes leaders must strengthen, it’s curiosity. “It’s the gateway to deeper understanding, creativity, and even resilience,” he said. Resilience no longer means returning to the old normal. It’s about staying grounded – even excited– in a world that constantly shifts beneath our feet. For him, good leadership is about respect. It’s about listening, observing, and helping others grow so that together, we can create something bigger than any of us could alone.

“Curiosity is the gateway to deeper understanding, creativity, and even resilience.” - Tom Venning

At Greiner, where transformation is both a challenge and a necessity, these insights couldn’t be more relevant. Our company has existed for over 155 years – and we aim to be here successfully for another 155 years.

Curious to hear more? Listen to the full episode now!

In a country like Austria, with a functioning healthcare system and good public infrastructure, one might think that social justice is already well advanced. But Susanne Hamscha takes a more nuanced view: “We see people in our society who have a harder time, who are less privileged – whether in terms of access to education or the labor market. Only when opportunities are truly distributed fairly can we speak of a fair society.“ This is not just a geographical issue, such as Europe, but also concerns structural inequalities within our society. Those who only look at diversity superficially often overlook the deeper causes of inequality – and thus ignore enormous potential.

When people talk about sustainability, many initially think of ecology. But without social sustainability, any environmental strategy remains incomplete. After all, only a society in which people can live healthy, safe lives with equal rights is sustainable in the long term. Companies have an enormous influence on who gets opportunities, who can advance, and who is heard. They decide on working conditions, development opportunities, and corporate culture. Studies show that social sustainability pays off: a diverse and inclusive work environment can substantially contribute to success and profitability as many studies proof. However, this does not happen overnight—since this work is a marathon, not a sprint.

“You always have diversity in companies. How can you use this diversity as a resource in order to do whatever it is you're doing a little bit better?”
– Susanne Hamscha, Managing Partner at factor-D Diversity Consulting

Based on her work with numerous companies, Susanne Hamscha has derived three key recommendations:

1. Focus on inclusion: Instead of just counting diversity, you should create a culture where everyone feels welcome and heard.
2. Holistic view: Creating equal opportunities isn't just about HR, but also product development, communication, and leadership.
3. Long-term thinking: The biggest mistake is to put the issue on the back burner in times of crisis. That's precisely when diversity can be part of the solution.

Listen now and learn more about social sustainability in a corporate context!