Strategy and Leadership in the Future of Work

Oct 18–22, 2021 $1,950 (Live Online)
Questions? Contact Us:
Christine Tom
Assistant Director, Learning Solutions
[email protected]
Format: Three days with live sessions from 9 a.m. to 12 or 1 p.m. ET. on Monday, Wednesday, and Friday
View the live online schedule.
Certificate Credits: 2
Learn more.
Preferred pricing is available for groups of two or more. To inquire, email [email protected].

"The pandemic accelerated the need to make decisions about how technology affects work. The future of work is here and the next normal will affect strategy and leadership profoundly. This program will give you the basic concepts to recognize the major opportunities and challenges and how to deal with them. Leaders must be prepared for thoughtful and deliberate action."
– Stephan Meier and Jeffrey Schwartz, Co-Faculty Directors

Strategy and Leadership in the Future of Work

As leaders pivot to a post-COVID economy, this program is timely, as it provides business and HR executives with insights into the key decisions you need to make to manage the future of work.

Business leaders need to assemble an integrated portfolio focusing on the redesign of work (integrating people and machines on super-teams), workforces (managing talent marketplaces and ecosystems), and workplaces (implementing hybrid strategies with an emphasis on management and culture). This program, based on recent leading corporate cases, will explore these issues and their impact on corporate strategy and leadership requirements. Whether managing a large corporation, a division or a smaller team or a start-up, the future of work (FoW) was accelerated by the pandemic and decisions and priorities about the FoW are more urgent and timelier than ever. What are the most critical decisions and how can you be prepared to shape them for action and impact?

Led by a duo of experts, the chair of Columbia Business School’s Management division and the former leader of Deloitte Consulting’s Future of Work practice, this program provides a unique opportunity to study recent cases and trends and proactively prepare for what’s next.


This program will equip you with the knowledge, skills, and tools to think about the strategic and leadership implication of FoW decisions you will be making in the coming months and years.

After attending this program, you will be prepared to:

  • Identify and prioritize your key decisions to manage the FoW
  • Integrate the key decisions with your firm’s and team’s strategy
  • See the inter-connected challenges and opportunities regarding the FoW to organize a coordinated strategic portfolio of initiatives
  • Develop a baseline plan for next steps on how to organize work priorities post-COVID including which leaders need to be involved

Upon completion of this program, you will earn two credits towards a Certificate with select alumni and tuition benefits. Learn more.


The program uses a combination of interactive lectures, recent case study discussions, and group planning exercises.

Day 1 focuses on the impact of FoW on the workforce. More and more work is being done via alternative employment models and internal talent markets and career paths are changing rapidly. What does this mean for individuals and the meaning and purpose of work? How do we manage the workforce as it shifts from supervising talent in an enterprise employee life cycle to orchestrating people—and machines—in extended workforce ecosystems. You will identify how your FoW strategy is connected—across business, technology, procurement, HR, and finance— and influenced by your firm’s strategy.

Day 2 focuses on machine and human collaboration and how this affects work and organizational design and practices. Discussions and cases will explore how technology can fuel a range of strategic outcomes from substitution and automation to augmentation and collaboration. You will learn how team formation and interaction is changing rapidly and how to manage your firm in a world of networks, teams, and platforms to drive combinations of talent and technology for both increased productivity and innovation.

Day 3 focuses on workplace strategies and how to think about and implement remote and hybrid work programs in particular. You will explore which form of work is best suited for your organization’s strategy and how to effectively implement work arrangements for the next normal. Finally, you will explore how changes to the workplace will likely require substantial changes for leadership and management. You will leave with insights on how to adapt your leadership and management style for the new normal.


This program is designed for executives involved in decisions regarding work redesign (through automation and AI) and workforce and workplace strategies. Whether managing a large corporation, a division or a smaller team or start-up, the future of work got accelerated by the pandemic and decisions and priorities about the future are more urgent than ever.

Columbia Business School alumni and up to four of their colleagues are eligible for a 25 percent tuition benefit for this program. More on the Alumni Tuition Benefit.


Stephan Meier, Faculty Co-Director
James P. Gorman Professor of Business, Columbia Business School

Stephan Meier is the chair of the Management Division and the James P. Gorman Professor of Business at Columbia Business School. As a leading behavioral economist, his research and teaching interest are on the human side of strategy, i.e., how to put human decision-making and organizing workers in the center of a sustainable competitive advantage.

Jeffrey L. Schwartz, Faculty Co-Director
Adjunct Assistant Professor of Business

Jeff Schwartz was the founding partner and leader of Deloitte Consulting’s Future of Work practice in the United States and is a recognized global advisor and thought leader in the field. He is the author of Work Disrupted. He currently is on the leadership team of Gloat, the world’s leading provider of enterprise talent marketplace platforms driven by AI and a researcher at MIT’s Center for Collective Intelligence. He has been a consulting partner for 25 years and has extensive experience in workforce and workplace transformation, work redesign, and organization and human capital issues in global and growth markets.


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