Enterprises Must Now Rework Their Knowledge into AI-Ready Forms: Vector Databases and LLMs

With the recent arrival of potent new AI-based models for representing knowledge, the methods enterprises use to manage data today is now faced with yet another major new transformation. I remember a few decades back when the arrival of SQL databases were a major innovation. At the time, they were both quite costly and took great skill to use well. Despite this, enterprises readily understood they were the best new game in town in which their most important data had to live, and so move they did.

Now vector databases and especially foundation/large language models (LLMs) have shifted the focus — in just a couple of short years — on the way organizations must now store and retrieve their own data . And we are also right back at the beginning of the maturity curve that most of us left behind a couple of decades ago.

While not everyone realizes this yet, the writing is now on the wall: Much of our business data now has to migrate again and be recontextualized into these new models. Because the organizations that don’t will likely be at a significant disadvantage, given what AI models of our data can deliver in terms of value.

Enterprise Information Evolution: Documents, Key-Values (JSON), relational SQL database, graph databases, vector databases, and LLMs

Our Marathon with Organizational Data Will Continue With AI

The result, like a lot of technology disruption, will be an journey through a series of key stages of maturation. Each one will progressively enrich the way our organizations store, understand, and leverage our vast reservoirs of information using AI. This process will naturally be somewhat painful, and not all data will need to migrate. And certainly, our older database models aren’t going anywhere either. But at the core of this shift will be the creation of our own private AI models of organizational knowledge. These models must be carefully developed, nurtured, and protected, while also made highly accessible, with appropriate security models.

We’ve moved on from the early days of digital documents, capturing loosely structured data in primitive forms, to the highly structured revolutions introduced by relational and graph databases. Both phases marked a significant movement forward in how data is conceptualized and utilized within the enterprise. The subsequent emergence of JSON as a lightweight, text-based lingua franca further bridged the gap between these two worlds and the burgeoning Web, offering a structured yet flexible way to represent data that catered to the needs of modern Internet applications/services and also helped give rise to NoSQL, a mini-boom of a new database model that ultimately found a home in many Internet-based systems, but largely didn’t disrupt our businesses like AI will.

AI-Models Are A Distinct Conceptual Shift in Working with Data

However, the latest advancements in knowledge representation really do usher in a steep increase in technical sophistication and complexity. Vector databases and foundation models, including large language models (LLMs), represent a genuine quantum leap in how enterprises can manage their data, introducing unprecedented levels of semantic insight, contextual understanding, and universal access to knowledge. Such AI models are able to find and understand the hidden patterns that tie diverse datasets together. This ability can’t be understated and is a key attribute that emerges from a successful model training process. As such, it is one of the signature breakthroughs of generative AI.

Let’s go back to the unknown issues with AI in the enterprise. This uncertainty ranges from what the more effective technical and operational approaches are to picking the best tools/platforms and supporting vendors. This new vector- and model-based era is characterized by an exponential increase in not just the sophistication with which data is stored and interpreted, but in the very way it is vectorized, tokenized, embedded, trained on, represented and transformed. Each of these requires a separate set of skills and understanding, and very considerable compute resources. While this can be outsourced to some degree, this has many risks of its own, not least is that such outsourcers may not deeply understanding the domain of the business and how best to translate it into an AI model.

AI-Based Technologies for Enterprise Data

Vector databases, leveraging the power of machine learning to deeply understand and query enterprise data in ways that mimic human cognitive processes, offered us the first new glimpse into a new future. Going forward, the contextual understanding of our data will largely be based on these radical new forms that bear little resemblance to what came before. Similarly, foundation models like LLMs have revolutionized information management by providing tools that can seemingly comprehend, generate, synthesize, and interact with human language in a manner using neural nets, vast pre-trained parameter sets, and complex transformer blocks that each have a high learning curve to set up and create (using them, however, is very easy.) These technologies provide us with a new dawn of possibilities, from enhanced decision-making processes with unparalleled insights using all our available knowledge, to automating complex tasks with a nuanced understanding of language and context. But all these new AI technologies are generally not familiar to IT departments, which now have to make strategic sense of them for the organization.

Thus, this remarkable progress brings with it a large number of concerns and hurdles to make reality. First, the creation, deployment, and utilization of these sophisticated data models — at least with current technologies — entrails significantly higher costs compared to previous approaches to representing data, according to HBR. A real-world cost example: Google has a useful AI pricing page for benchmarking fundamental costs, which breaks down the various cloud-based AI rates, with grounding requests costing $35 per 1K requests,. Grounding — the process of ensuring that the output of an AI is factually correct — is probably necessary for many types of business scenarios using AI, and is thus a significant extra cost not required in other types of data management systems.

Furthermore, the computational resources, available time, and time required to develop and maintain such systems are also quite substantial. Moreover, the transition to these advanced data management solutions involves navigating a complex landscape of technical, organizational, and ethical considerations.

Related: How to Embark on the Transformation of Work with Artificial Intelligence

As enterprises stand on the cusp of this major new migration to AI, the journey ahead promises real rewards. It also demands careful strategizing, intelligent adoption, and I would argue at this early date, a lot of experimentation, prototyping, and validation. The phases of integrating vector databases and foundation models into the fabric of enterprise knowledge management will require a nuanced approach backed by rigorous testing, balancing the potential for transformative improvements against the practicalities of implementation costs and the readiness of organizational infrastructures to support such advancements.

That this is already happening, there is little doubt, based on my conversations with IT leaders around the world. We are witnessing the beginning of a significant shift in how enterprise knowledge is stored, accessed, and utilized. This transition, while demanding serious talent development and capability acquisition, offers an opportunity to redefine the very boundaries of what is possible in data management and utilization. The key to navigating this evolution lies in a strategic, informed approach to adopting these powerful new models, ensuring that an enterprise can harness its full potential while mitigating the risks and costs associated with such groundbreaking technological advancements.

Early Approaches For Private AI Models of Enterprise Data

Right now, the question I’m most often asked about enterprise AI is how best to create private AI models. Given the extensive concerns that organizations currently have about losing intellectual property, protecting customer/employee/partner privacy, complying with regulations, and giving up control over the irreplaceable asset of enterprise data to cloud vendors, there is a lot of searching around for workable approaches that produce cost-effective private AI models that produce results while minimizing the potential downsides and risks of AI.

As part of my current research agenda on generative AI strategy for the CIO, I’ve identified a number of initial services and solutions from the market to help with creating, operating, and managing private AI models. Each has their own pros and cons.

Services to Create Private AI Models of Enterprise Data

PrivateLLM.AI – This service will train an AI model on your enterprise data and host it privately for exclusive use. They specialize in a number of vertical and functional domains including legal, healthcare, financial services, government, marketing, and advertising.

Turing’s LLM Training Service – Trains large language models (LLMs) for enterprises. Turing uses a variety of techniques to improve the LLMs they create, including data analysis, coding, and multimodal reasoning. They also offer speciality AI services like supervised fine-tuning, reinforcement learning from human feedback (RLHF), and direct preference optimization (DPO), which helps optimizing language models to adhere to human preferences.

LlamaIndex – A popular way to connect LLMs to enterprise data. Has hundreds of connectors to common applications and impressive community metrics (700 contributors with 5K+ apps created.) Enables use of many commercial LLMs, so must be carefully evaluated for control and privacy issues. Make it very easy to use Retrieval-Augmented Generation (RAG), a way to combine a vector database of enterprise information with pass-through to a LLM for targeted but highly enriched results, and even has a dedicated RAG offering to make it easy.

Gradient AI Development Lab – This is an end-to-end service for creating private LLMs. They offer LLM strategy, model selection, training and fine-tuning services to create custom AIs. They specialize in high security AI models and offer SOC2, GDPR, and HIPAA certifications and guarantees enterprise data “never leaves their hands.”

Datasaur.AI – They offer an LLM creation service that provides customized models for LLM development including using vector stores to provide enterprise-grade domain-specific context. They offer a wide choice of existing commercial LLMs to build on as well, so care must be taken to create a private LLM instance. They are more platform-based than some of the others, which makes it easier to get started, but may limit customization downstream.

Signity – Has a private LLM development service that is optimized more to specific data science applications.However, they can handle the whole LLM development process, from designing the model architecture, developing the model and then tuning it. They can create custom models using PyTorch, TensorFlow and many other popular frameworks.

TrainMy.AI – A service that enables enterprises to run an LLM on a private server using retrieval augmented generation (RAG) for enterprise content. While it is more aimed at chatbot and customer service scenarios, it’s very easy to use and allows organizations to bring in vectorized enterprise data for RAG enhancement into a conversational AI service that is entirely controlled privately.

NVIDIA NeMo – For creating serious enterprise-grade custom models, NVIDIA, the GPU industry leader and leading provider of AI chips, offers an end-to-end “compete” solution to creating enterprise LLMs. From model evaluation to AI guardrails, the platform is very rich and is ready to use, if you can come up with the requisite GPUs.

Clarifai – Offers a service that enterprise can quickly use for AI model training. It’s somewhat self-service and allows organization to set up models quickly and continually learn from production data. Has pay-as-you-go pricing and can train pre-built, pre-optimized models of their own already pre-trained with millions of expertly labeled inputs, or you can build your own model.

Hyperscaler LLM Offerings – If you trust your enterprise data to commercial clouds and want to run your own private models in them, that is possible too and all the major cloud vendors offer such capabilities including AWS’s SageMaker JumpStart, Azure Machine Learning, and Google Cloud offers private model training on Vertex AI. These are more for IT departments wanting to roll their own AI models and don’t produce business-ready results without technical experience, unlike many of the services listed above.

Cerebras AI Model Services – The maker of the world’s largest AI chip also offers large-scale private LLM training. They take a more rigorous approach with a team of PhD researchers and ML engineers that they report will meticulously prepare experiments and quality assurance checks to ensure a predictable AI model creation journey to achieve desired outcomes.

Note: If you want to appear on this list, please send me a short description to dion@constrellationr.com.

Build or Customize an LLM: The Major Fork in the Road

Many organizations, especially those unable to maintain sufficient internal AI resources, will have to decide whether to build their own AI model of enterprise data or carefully use a third party service. The choice will be tricky. For example, OpenAI now offers a fine-tuning service, for example, that allows enterprise data to augment how GPT-3.5 or 4 produces domain specific data. This is a slippery slope, as there are many advantages to building on a high capability model, but many risks, including losing control over valuable IP.

Currently, I believe that the cost of training private LLMs will continue to fall steadily, and that service bureaus will increasingly make it turn-key for anyone to create capable AI models while preserving control and privacy. The reality is, that most enterprises will have a growing percentage of their knowledge stored and accessed in AI-ready formats, and the ones that move their most strategic and high value data early are likely to be the most competitive in the long run. Will vector databases and LLMs become the dominant model for enterprise knowledge? The jury is still out, but I believe they will almost certainly become about as important as SQL databases are today. But the main point is clear: It is high time for most organizations to proactively cultivate their AI data-readiness.

My Related Research

AI is Changing Cloud Workloads, Here’s How CIOs Can Prepare

A Roadmap to Generative AI at Work

Spatial Computing and AI: Competing Inflection Points

Salesforce AI Features: Implications for IT and AI Adopters

Video: I explore Enterprise AI and Model Governance

Analysis: Microsoft’s AI and Copilot Announcements for the Digital Workplace

How Generative AI Has Supercharged the Future of Work

How Chatbots and Artificial Intelligence Are Evolving the Digital/Social Experience

The Rise of the 4th Platform: Pervasive Community, Data, Devices, and AI

The Future of Work in 2024: Navigating Through Uncertainties

Throughout this year, I’ve been carefully observing the seismic shifts in the realm of work, spurred by ongoing economic uncertainties and the rapidly evolving technology landscape. Both of these factors has made it unusually challenging this year to anticipate the forthcoming trends and paint a clear picture of the future of work in 2024. Yet, amid the turbulence, I believe the pivotal shifts have begun to crystallize, illuminating the path ahead in the digital workplace, as workplaces continue to traverse the top-level shift to hybrid work.

Two closely-watched reports this year, the McKinsey Global Institute’s “The Future of Work After COVID-19” and the World Economic Forum’s “Future of Jobs Report 2023,” have unveiled significant insights about the trends I’ve observed in 2023 that will undeniably mold the digital workplace in 2024. Accordingly, I note that there has been three major shifts: A significant surge in the adoption of advanced technologies in the workspace, a heightened focus on employee well-being, and especially the rise of remote and hybrid work models. These priorities are not only reshaping our present work environment but also setting the stage for a more digitized, flexible, and employee-centric future.

As we gear up for 2024 and as I having budget conversations with CIOs and digital workplace teams, it’s becoming increasingly evident how these key shifts will unfold into next year’s trends. The accelerated adoption of AI, machine learning, and data analytics will continue to automate tasks of every kind, giving employees the liberty to engage in more strategic and creative endeavors.

On the other hand, the continued commitment to employee happiness (typically viewed through the lens of retention activities), coupled with the rapid expansion of remote and still largely-unproven hybrid work models, will ultimately cultivate a more inclusive and flexible work environment, even though we largely aren’t there yet. These progressive transformations will empower employees, drive productivity, and can genuinely foster a culture of innovation and resilience for those that embrace them. As we embark on next year’s journey, leaders and workers both will need to keep an open mind, adapt, and learn, for the future of work in 2024 actually holds great promise and potential in its uncertainty.

Future of Work Trends for 2024

What Will 2024 Hold When It Comes to Digital Workplace and Employee Experience?

I’ve identified eight trends that I believe will be the most overarching and important for organizations to grapple with successfully. While there are more trends than this, if organizations just buy down progress towards most of these eight in a meaningful way next year, it will be a definitive win for them, given so many simultaneous threads that IT, HR, and digital workplace teams currently face.

The following are the eight trends most likely to make a real difference and improve not just the quality of digital employee of experience but provide substantial business benefits to those that adopt them. They will also aid in attraction and retention of leading talent next year, probably the most important issue of all.

1. AI Work-Enablement

Since ChatGPT entered the work landscape late last year, I’ve been closely observing the paradigm shifts created by the rapid rise of generative artificial intelligence. The myriad capabilities AI brings to the workforce are expansive and truly transformational. Yet, as with any potent technological advancement, it also presents its unique set of challenges. Over the next two years, I believe we’re poised to witness the true essence of AI’s potential and the ways it will enable and empower the workforce.

Firstly, AI is set to enhance the tactical efficiency and productivity of our workforces by automating repetitive tasks. AI will thus liberate workers from mundane duties, providing them more time to engage in strategic and creative undertakings. This reallocation of human capital to areas where they truly shine is likely to significantly boost productivity and job satisfaction. On the flip side, this shift will necessitate reskilling and upskilling efforts, to prepare workers for these elevated roles.

Furthermore, AI is set to revolutionize decision-making processes. With advanced analytics and prediction capabilities, AI can offer managers and executives crucial insights that drive more informed and strategic decisions. However, the challenge lies in maintaining the right balance between human intuition and AI-guided decision-making, ensuring we don’t compromise on the human touch in our operations.

Lastly, the advent of AI in the workplace promises more personalized and effective training and development programs. Leveraging AI’s ability to adapt to individual learning patterns, businesses can create personalized training content that resonates with every worker. Yet, the successful implementation of such systems requires robust infrastructure and careful data privacy considerations.

Accenture’s seminal report on AI, “Reworking the Revolution“, further supports these observations, underscoring that AI, if used strategically, holds the potential to boost business revenues by an estimated 38% and employment by 10%. In short, AI’s advent in the workforce presents both exciting opportunities and substantial challenges. As our workplaces venture into this new era, we must strive to maximize its benefits while consciously navigating its hurdles. That said, I’m also seeing real reservations about blindly deployed generative AI in the workplace. I’ll be releasing some new data on this topic soon.

My Related Research: How Generative AI Has Supercharged the Future of Work

2. Delivering on the Promise of Digital Employee Experience

As we venture deeper into the digital era, it is becoming apparent that crafting robust and usable digital employee experiences isn’t merely an option, it’s now a necessity. Work is digital, today. While we have made significant strides in this arena, there’s still significant work to be done in most organizations, especially when it comes to integration, design, analytics feedback loops, support for hybrid work, and of course, the integration of AI.

When it comes to integration, we need to create more unified digital workplace environments that promotes seamless interaction between different systems and tools. The goal should be to ensure that the digital workplace mirrors the interconnectedness of tasks in the physical workspace. However, integration is a challenging endeavor, especially considering the vast array of tools and platforms in use today. Nevertheless, the benefits — improved workflow, enhanced productivity, and reduced redundancy — are worth the effort. Achieving this is also far easier now due to recent technical advances.

Design, on the other hand, demands a far more empathetic user-centric approach than we’ve typically used in digital workplace or employee experience. We need to ensure that our digital tools are not just functional, but also intuitive and aesthetically pleasing. Poorly designed digital work experiences can lead to inefficiencies and frustration among employees, hindering rather than promoting productivity. However, good design can increase user adoption and satisfaction, making the digital workplace a more engaging and productive environment. I also see that, as EX and CX efforts blur, CX-style journey mapping is appearing more often in digital workplace design.

We also need to improve our feedback loops from analytics. Organizations are collecting vast amounts of data, but most efforts are not leveraging it as effectively as they could be. With better analytics feedback loops, organizations can gain more insights into employee behavior and preferences, allowing them to refine our digital tools and strategies to better meet their needs.

Finally, we must not overlook the specific needs of hybrid work. The digital tools we provide need to support remote work as effectively as they support in-office work. This might include features for remote collaboration, project management, and even social interaction.

In a recent report by Harvard Business Review, the importance of all these factors is reinforced. It highlights that a thoughtfully designed digital workplace can enhance employee engagement, productivity, and satisfaction, ultimately driving business growth. As we look forward to 2024, it is essential to tackle these challenges head-on, to fully harness the potential of the digital workplace. For many of us, it’s vital to finish a job that started when COVID remade the workplace suddenly and dramatically in 2020.

3. Autonomous Business Digitization and Operations

As we move deeper into the world of automation in the workplace, we stand on the cusp of a revolution characterized by pervasive automation and something known as hyperautomation. The very way we perceive and conduct work is poised for a transformative shift, driven primarily by democratized platforms and AI-enabled automation. These emerging technologies are set to rethink operations across industries. This will catalyze efficiency, productivity, and innovation in the process.

One of the critical levers of this impending revolution is the democratization of a new generation of automation platforms, especially those built around the model of low code. These platforms aim to make automation accessible to everyone, regardless of their technical expertise. By employing user-friendly interfaces and intuitive design, these platforms enable workers across all levels of an organization to design and implement automated processes. This form of democratized automation could profoundly enhance operational efficiency and empower employees to take greater control over their work processes. However, the challenge lies in ensuring adequate training and cultivating a culture of acceptance and adoption. This is not a theory about what might come. I’m seeing this actively in my practice, as I’ve been exploring recently.

AI-enabled automation is another major force in this automation revolution. It takes automation to the next level by allowing systems to learn from data, adapt to changing circumstances, and make intelligent decisions. From predictive maintenance in manufacturing to intelligent customer service in retail, AI-enabled automation is reshaping operations across many sectors. Yet, it brings its own set of challenges. Ethical considerations, data privacy concerns, and the fear of job displacement are some hurdles that we need to navigate conscientiously.

Hyperautomation extends automation beyond routine tasks to adaptively encompass more complex operations. By combining AI, machine learning, robotic process automation (RPA), and other advanced technologies, hyperautomation aims to automate almost any repetitive task. The benefits are immense, including cost savings, enhanced accuracy, and freeing up employees for more strategic tasks. However, hyperautomation requires significant upfront investment and ongoing maintenance, which can be a deterrent for some organizations. Day-to-day IT operations and business operations will be most transformed by this trend.

4. Improved Digital Onboarding and Adoption

Digital transformation continues to sweep across the business landscape, with most organizations hovering between early successes and just building a head of steam according to my CIO surveys. In this era of rapid change, improving digital employee onboarding and sustaining momentum through digital adoption platforms is becoming increasingly critical to move quickly in getting newly hired/contracted workers adapting and existing ones better absorbing change. These two focus areas present the ripest untapped opportunities, or the “low hanging fruit,” for organizations to improve the immediate impact of the digital workplace on workers as they initially come on board and progress through their worker lifecycle.

A smooth and effective digital onboarding process is essential in setting the right tone for a worker’s journey in an organization. In a digital workspace, traditional onboarding methods typically fall short, making it imperative for organizations to design a more tailored, interactive, and digitally adept onboarding experience. This not only ensures that new hires are well-acquainted with the digital tools and processes they will be using, but also boosts their confidence, productivity, and job satisfaction right from the start.

The benefits of digital onboarding extend beyond the initial phase of a worker’s journey. A strong start sets the stage for continued growth and productivity, leading to higher employee engagement and reduced turnover. However, to sustain this momentum and ensure employees continue to use digital tools effectively, organizations must invest in digital adoption platforms, the easiest way to keep them climbing the learning and productivity curve

Digital adoption platforms provide ongoing support and learning to employees, helping them to understand and utilize digital tools effectively. These platforms typically use interactive guides and in-app support to provide real-time assistance, reducing the learning curve and enhancing user engagement. The benefits include improved productivity, higher user adoption rates, reduced support costs, and an overall improved digital experience.

In a world where the digital workplace is becoming the norm, focusing on these aspects can provide organizations with a significant return on investment. Not only do they enhance the employee experience, but they also increase the overall efficiency and effectiveness of the digital workplace, leading to substantial improvements in organizational performance.

My related research: Digital Adoption Platforms ShortList

5. Getting More Results with Hybrid Work

As we continue to navigate through our new, more distributed organizations, we are learning from early experiments, refining our approach, and adjusting our hybrid work models and culture. The goal is clear: To balance and optimize work from anywhere for productivity and well-being. However, the path to achieving this balance is still fraught with challenges and demands innovative thinking, strategic planning, and a willingness to adapt.

One of the key issues with hybrid work is maintaining a cohesive and inclusive culture. In a hybrid work environment, which most organizations are today, fostering a sense of belonging and maintaining consistent communication can be challenging. To overcome this, organizations are leveraging technology to create virtual water cooler moments and maintain regular touchpoints with their teams. The lessons learned in the industry point towards the significance of empathy and understanding in leading remote teams. Virtual team building activities, regular check-ins, and open communication channels can help maintain a strong team dynamic. Visual collaboration is also becoming a leading tool for bringing teams closer together, and I’ll have a report out soon taking a look at this.

Another challenge is managing productivity and work-life balance. The lines between work and personal life can blur in a hybrid setup, leading to burnout and reduced productivity. Organizations are learning to set clear boundaries and expectations, while also providing flexibility to employees. Tools for project management, time tracking, and productivity analytics are being employed to monitor and enhance productivity without infringing on personal time.

Lastly, the physical and mental well-being of employees has come into sharp focus in a hybrid work setup. This has highlighted the need for robust wellness programs and mental health support. The benefits of addressing these challenges are very non-trivial. Apart from improved productivity and employee satisfaction, a well-managed hybrid work model can attract and retain top talent, reduce overhead costs, and foster innovation.

In the face of these challenges, organizations must continue to learn and adapt in 2024, refining their hybrid work models, while leveraging technology and feedback to create a balanced and effective work-from-anywhere culture. The journey has been and will continue to be challenging, but the potential rewards make it a worthwhile endeavor, and mutually reinforce several of the other trends on this list.

My Related Research: What Leading Vendors Are Doing About Hybrid Work

6. Shifting Towards More Dynamic Work and Careers

As we journey further into the digital age, the very nature of employment is undergoing a profound shift. Traditional career paths are giving way to more dynamic, fluid, and personalized models. Both the nature of a career and work assignments themselves are evolving to be more gig-centric and marketplace-based, ushering in a new era of on-demand work. This shift is not only changing the way we work, but it’s also fundamentally reshaping the concept of a career itself.

Gig-centric and marketplace-based work models provide a greater degree of flexibility and control to workers. They can choose projects that best align with their skills, interests, and work-life balance. This is a stark contrast to traditional models where the trajectory of a career was largely pre-determined and rigid. The gig economy offers an element of dynamism, enabling workers to continually reinvent their career paths based on their evolving interests and life circumstances.

On the flip side, this shift also benefits employers. They get access to a diverse talent pool equipped with the latest skills. Furthermore, workers in the gig economy are often highly engaged because they choose projects they are genuinely interested in. This can result in improved productivity and innovative outcomes. I’ve examined the data from several hundred white collar gig economy projects in a rigorous analysis and these points are borne out in hard data. While the shift is very uneven, I’ve seen IT and professional work in particular shift steadily towards this model in recent years, and a cottage industry of white collar gig marketplaces form.

Yet, this new career model also comes with challenges. Issues around job security, benefits, and the lack of a predictable income are areas of concern. Addressing these concerns will require reimagining labor laws and employment practices. Despite these challenges, the shift towards a more dynamic, marketplace-centric, and on-demand model of work is gaining momentum. As we embrace this new reality, it’s clear that the future of work is not just about where and how we work, but also about the very nature of what we consider a career.

7. Proactive Management of EX and CX in a More Unified Model

The digital age has unleashed a multitude of transformations in the business landscape, a key one of which is the increasing overlap between customer experience and employee experience. Although I’ve projected it for a long while, as organizations chart their course into 2024, I’m finally seeing this emerging companies are preemptively managing both realms in a more unified way. The recognition is growing that an enhanced employee experience is not just a perk, it directly translates into improved customer satisfaction and loyalty. Never mind that from a brand, design, development, platforms, and orchestration perspective, it make great sense to coordinate the efforts.

As we’ve seen in our annual AXS conference, which I help chair, organizations are now recognizing that the experiences and engagement levels of their employees can significantly impact the customer experience they deliver. It’s not just that employee experience is used to deliver a great deal of customer experience. It’s that engaged employees who feel valued, respected, and supported are more likely to exhibit a higher level of commitment and dedication to their roles, resulting in better service to customers. It’s the basic principle of internal service quality: Treat your employees well and they, in turn, will treat your customers well.

In the past, challenges in achieving this included disparate data sources, inadequate technology, and the lack of a cohesive strategy to link employee experience with customer experience. However, recent advancements in AI, data analytics, and digital experience and integration platforms are overcoming these hurdles. These tools are providing insights into both customer and employee experiences, enabling organizations to identify gaps, implement changes, and monitor the impact in real-time.

I predict 2024 will be a banner year for this approach. The convergence of employee experience and customer experience is poised to create a win-win situation: Happier employees, satisfied customers, and consequently, successful organizations. It’s an exciting time for businesses willing to embrace this holistic approach to experience management, signaling a major shift in their strategic focus. As we move forward, this blurring of lines between the customer and employee experiences is expected to create a more harmonious and productive business environment.

8. Worker Flexibility and Inclusion

In 2024, workplace flexibility and inclusion will continue to strongly emerged as two intertwined leading trends. Each of these are shaping the future of work and are, in essence, redefining how we perceive and interact within our workplaces. The workplaces of the future will span increasingly broader human and technology dimensions, accommodating not only hybrid workers in highly distributed environments but also individuals from a vast array of diverse backgrounds.

Workplace flexibility, empowered by advances in digital technologies and collaborative tools, has been a key driver for the shift towards hybrid working models. This shift has offered workers the freedom to tailor their work schedules and environments to best suit their needs, thereby enhancing productivity, engagement, and well-being. In parallel, we are witnessing an increased focus on diversity and inclusion. Companies are recognizing the value of a diverse workforce and are making concerted efforts to create an inclusive culture where everyone feels valued and heard.

The confluence of these trends is creating a workplace ecosystem that is not only flexible but also inclusive, fostering more dynamic, innovative, and representative teams. In this model, team members are not bound by their geographical locations, and the collaboration occurs across time zones and cultural boundaries. This fluidity of collaboration brings together diverse perspectives, sparking innovation, and driving growth.

The fly in the ointment is that business leaders and workers are often far apart on the flexibility of work issue, which then curtails the diversity element, preventing many from joining into workplaces that lack needed flexibility, which can be well-provided by our digital workplace technologies like never before.

As we step into 2024, we’re still have work to do to realize the possibilities that these two combined trends can bring, as well as overcoming the challenges we face in realizing them. The fusion of workplace flexibility and inclusion promises to unlock immense potential. The transformation will have real challenges, but with a forward-thinking mindset and a commitment to embracing change, companies are gearing up to create workplaces that are a melting pot of ideas, innovation, and inclusivity.

The Future of Work in 2024: The Transformation Depends on Us

As we cast our eyes to next year, I can see a landscape of immense potential and change. The realms of work and employment are being reshaped, driven by rapid advancements in emerging technology, evolving socio-economic trends, and a collective reimagining of what work can and should be, and given a solid push by the rather different Gen-Z expectations of work.

The tech shifts will continue to arrive at a rapid pace: AI will increasingly empower our workforce, transforming the digital workplace and enhancing the employee experience. The advent of a gig-centric, marketplace-based work model is redefining the concept of a career, giving rise to a new era of on-demand work. The convergence of customer and employee experiences is creating more harmonious and productive business environments, while the intertwining of workplace flexibility and inclusion is paving the way for more dynamic, innovative, and representative teams. What’s not to like?

Yet, amid this hopeful outlook, resilience is as important as ever. The transformations that lie ahead will not be without their challenges, including “legacy mountain”, talent shortages, and technical debt. The ability to adapt will be crucial. There will be hurdles to overcome, lessons to be learned, and adjustments to be made. But as recent history has shown us, we are more than capable of rising to the occasion. The future of work in 2024 promises to be a fascinating journey, marked by a new high water mark of innovation, inclusivity, and unprecedented change. Unlike the years of recent disruption, for those organizations willing to make sufficient commitment, there is a great deal of potential to be captured next year.

My Related Research

An Analysis of Microsoft’s AI and Copilot Capabilities for the Digital Workplace

Every Worker is a Digital Artisan of Their Career Now

How to Think About and Prepare for Hybrid Work

Why Community Belongs at the Center of Today’s Remote Work Strategies

Reimagining the Post-Pandemic Employee Experience

It’s Time to Think About the Post-2020 Employee Experience

Research Report: Building a Next-Generation Employee Experience: 2021 and Beyond

The Crisis-Accelerated Digital Revolution of Work

Revisiting How to Cultivate Connected Organizations in an Age of Coronavirus

How Work Will Evolve in a Digital Post-Pandemic Society

A Checklist for a Modern Core Digital Workplace and/or Intranet

Creating the Modern Digital Workplace and Employee Experience

The Challenging State of Employee Experience and Digital Workplace Today

The Most Vital Hybrid Work Management Skill: Network Leadership