Work has become a moving target. Over the past decade, “transformation” has shifted from a phase to a permanent condition. According to Harvard Business Review, one in two CEOs reports running multiple change initiatives at once — from digitalization to sustainability, from new business models to M&A integrations.

BCG’s latest research on AI adoption reveals that three out of four companies fail to scale value from their technology and transformation efforts. The reason: while strategies evolve, the underlying organization often does not. As McKinsey notes, “For a new operating model to take hold, strategy must be translated into structure across the organization.”

In practice, this means: teams must re-define who does what, why, and with whom — again and again. The winners are those who make adaptability a habit.

1. Constant Re-Organization Fatigue

Teams are tired of “constant change.” They are asked to adopt new strategies while continuing their full daily workload. The result: exhaustion and confusion about roles and priorities.
The research shows that clarity and transparency — knowing what your job is, who does what, and why — dramatically reduce stress and burnout.

2. Leadership Under Pressure

Leaders are becoming “team architects.” They must not only manage people but design the work system itself: roles, workloads, expectations, and workflows. Without clear tools, this is almost impossible.

3. Disconnected Systems

Org charts, Miro boards, or static job descriptions no longer match reality. Work happens across teams, projects, and tools — but no single system captures how people actually collaborate.

4. Lost Time for Real Work

As one leader said: “Our biggest problem is that we don’t have time to solve our biggest problems.” Teams spend their capacity firefighting. Operational clarity — what we do, what we don’t, and what AI could do — becomes essential.

When constant change meets unclear structures, team health declines. Research across thousands of teams links clarity and trust directly to productivity and wellbeing:   

The next evolution of work is hybrid — not just remote vs office, but humans and AI collaborating. AI agents will soon take over repeatable and analytical tasks, freeing humans for creative, strategic, and relational work. The challenge: this only works if teams know what work exists, who owns it, and what can be handed to AI.

Hybrid work is not about replacement. It’s about redesigning collaboration — with roles and workflows that combine human judgment and machine efficiency.

Platforms like teamdecoder already help teams identify “AI-suitable” tasks, design hybrid workflows, and maintain balance between purpose, workload, and wellbeing.

To master the “state of work,” organizations must build three new capabilities:

1. Organizational Clarity — Clear roles, responsibilities, and structures that evolve with strategy.

2. Change Literacy — Leaders and teams trained to manage transformation as a habit.

3. Hybrid Collaboration — A working culture where humans and AI act as one team.

In other words: don’t just survive change — operationalize it.