Toward the Landscape of the Imagination: The Future Belongs to Those Who Imagine It First

We must imagine the future; it is up to each of us—as both a right and a duty—to first imagine it and then create it. To imagine, we need—especially in the workplace— space, creativity, and well-being. How much of this do our companies have today?

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Caught between one meeting and another and in a constant state of brainstorming, we’re trapped inside our packed schedules and are in danger of stifling so much—almost everything.  New ideas or projects rarely come to life in conference rooms, under fluorescent lights, or with a Gantt chart in hand. Sometimes, the best ideas emerge from doodling—perhaps in color—while sipping fresh-squeezed juice, writing on a napkin or a coaster from a cup of tea or coffee, and letting our imaginations run wild.

Ideas come to us when we're walking outdoors; the best ideas and experiences come when people are feeling good, are in the right company, or are in the right frame of mind.

Imagination is a powerful “catalyst” for well-being. So let’s use it —much more often.

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You might be wondering: What does imagination have to do with current business priorities or the ongoing process of digital transformation and the adoption of new technologies?

Perhaps little or nothing directly, but it has a great deal to do with the health of companies, as reflected in the well-being of people and their brains. If people aren’t well or are getting worse and worse, their brains gradually shut down. And then we have a major problem, because little by little, even organizations and companies will have no choice but to rely solely on people who are uninspired and drained; without imagination, there is no innovation.

Let us, then, take this time we are living through to pause, to stop for a moment, to leave room for imagination—and even for doubt—that will lead to the co-creation of a framework of meaning in which to accommodate the new world of work, which is here to stay.

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What will the new world of work be like, or what could it be like? New words emerge almost every day, claiming to define its meaning or delineate its scope; the concept of “hybrid” is now on everyone’s lips. But what exactly are we referring to? There already seems to be a level of definition in common discourse that presupposes a perfect and well-defined understanding of—and choice regarding—the characteristics at the higher level: namely, what work is today, whatthe employee experience we’re aiming for looks like, and how we define and structure the space in which it is realized. Well, I believe , on the contrary , that this higher level is still entirely yet to be imagined—anew and with great allure.

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To take this first step, we need to go back to how we can foster, first and foremost, the openness and the right mindset—not just our own, but that of our people, all of our people in the company.

But what mindset? This is the second step: from the landscape of the imagination (not just a limited space, but a dynamic landscape) to the mindset with which to experience new possibilities. A bit of hyperbole can help us put all this into perspective by focusing our gaze and the approach we take to the times we are living in.

If we think about it carefully, we have always been accustomed to living with an inherent “scarcity mindset.” Our minds, in fact, evolved in a world of scarcity hundreds of thousands of years ago, and most people remain trapped in this mindset and the resulting paradigm—a product of cultural, educational, social, and economic models. We’re wired to think in terms of scarcity when it comes to resources (natural, energy, economic, relational), time, tools, etc.—and the list goes on and on.

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There is a reality and a positive trend regarding this approach—that is, one driven by the recognition of scarcity as a motivator—but in its most general sense—I would even say as a broader framework—I strongly believe, on the contrary, that having an “abundance mindset” can transform our lives, and, in terms of our work lives, our workspace, our team, and each of our companies.

To begin with, today we can take a crucial step toward embracing a mindset of abundance, which brings with it the power to create a world of possibilities and opportunities instead of limitations and shortages.

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The changes currently underway, along with new and exponentially advancing technologies such as artificial intelligence and robotics, are opening up new scenarios and perspectives that are impacting the way we work, as well as the mindset and approach through which we can all build a new paradigm. These innovations must come together in a new, harmonious, and “metastable” balance: that is, bringing the means into harmony with the end, the tools with their purpose, human relationships with who we are, space with what we experience, and the connections and actions we foster.

Harmony that has the charm of being able to be imagined, conceived, created, and built around the needs of each person—understood as both an individual and as part of a community.

We have gone through various eras of work, right up to the present day: from the era of manual labor to the invention of electricity; from the Industrial Revolution to the invention of the Internet; from the digital revolution through a global pandemic to the revolution of a new world of work hastily dubbed “hybrid” (for lack of imagination). Are we ready to embrace this new era? And with what perspective?

I believe that an abundance mindset is essential for any person or leader to master in the coming decade.

This mindset —so how does it lead us to the “hybrid” world of work, and what impact will it have? What do we gain, or how can we live differently and in harmony?

All of this (experiencing new ways of working) is not so much a project as it is a journey that still lies ahead—or, in other words, an opportunity to rewrite and redesign the parameters and assumptions related to work, people’s experiences, and their behaviors.

I like to think and ask questions rather than rush to solutions: what guiding principles, then, should we use to think about the work of today and tomorrow? Is people’s experience truly not just at the center, but *the* center? And how can we put this paradigm into practice?

There is undoubtedly a dynamic at play here involving two main protagonists: the company—understood as a single, complex organization—and the individual — the person with all the complexity of his or her needs. What will be the “metastable” point of equilibrium?

I’d like to use this as a starting point to establish a direct line of communication with each of you, so we can begin this journey together through time—our time—a journey that’s all to be imagined and experienced.

What is the top priority for your organization?Tell us about it here—let's fill this space together.

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