New solutions in the world of work

Under the social innovation lab, we run short-cycle innovation projects to design and test new solutions that have the potential to change the world of work. These are delivered in consortium with partners and produce prototypes that can be taken forward by the Group or other stakeholders. We design to share, not to keep.

Workforce vitality

A vital, healthy workforce is good for business, peoples and society. So, what are the barriers to the provision and uptake of effective programmes?

To thrive as employees and individuals, we need to be healthy, resilient and fit for purpose. This means addressing not only physical health, but mental health and well-being, plus complementary areas like nutrition and sleep. As we spend a large portion of our time at work, shouldn’t the workplace help to enable this?

Building on Win4Youth, this project aims to create a new paradigm of what a good employer does to make the global workforce holistically healthy and fit for purpose. It is not and app, not a platform., but a combination of policy, practice, culture, change management, technology & tools to create stickiness. Research by the Economist Intelligence Unit (EIU) fuels a series of co-creation workshops with a multistakeholder working group, facilitated by design thinking expert John Kembel of out of the at Stanford University. The end result will be a blueprint for how institutions can more effectively approach workforce vitality in a holistic, sustainable, embedded way. It will hinge on a set of necessary elements to create a truly enabling, human-centric environment.

Portfolio career

Building skills to aid career transition

Leveraging the expertise and methodology of the Athlete Career Programme, and General Assembly, this innovation project aims to both help people build an array of skills needed make a transition from one part of the workforce to another, while embedding them in companies to change attitudes toward diversity and inclusion (D&I).

The project hinges on two elements:

  • It adapts the ACP Dual Career model to a Portfolio Career model that helps individuals in one career build hard and soft skills needed to plan for future growth and eventual career transition. This could apply to new audiences from musicians and dancers more underserved populations like refugees and veterans, returning parents and older workers.
  • It builds a community of companies to willing to take a risk to welcome participants (3.g. para-athletes) as employees or D&I trainers and change-makers, driving a paradigm shift toward D&I as an asset and driver of competitiveness.

Following the same methodology as the Vitality project, Portfolio Career employs a combination of research and co-creation with a diverse consortium of stakeholders.

The end result will be development, professional experience and employment for people in career transition, coupled with a paradigm change toward D&I across the business community.