1.2 The Purpose and Meaning of Work

Business has assumed a central role in our lives, and it might seem as if our primary purpose is to generate profits and maximize gains. Undeniably, we are already depleting Earth's essential resources at an unsustainable pace. The rise of self-centeredness, coupled with an insatiable desire for limitless growth, is a source of significant concern for all of us.

We find ourselves in an era characterized by rapid change and global transformation, where everything is undergoing reinvention. If something is deemed feasible and holds the promise of creating value, it is usually pursued, often without regard for the collateral costs or damage it may cause.

This raises a fundamental question: What values should work aim to produce, and how does this impact the meaningfulness of our labor?

The term value is often misconstrued because it carries a positive connotation, suggesting something beneficial and desirable. However, it is crucial to specify value for whom and in which context. For instance, a gain for one party may result in a loss for another. An increase in demand for charcoal may boost profits for charcoal mines but also lead to environmental harm. When we neglect to account for collateral damages, the true cost of production remains hidden, becoming a burden on society. When evaluating the outcomes of work, we must delve beyond the observable extrinsic values and consider the intrinsic, sometimes imperceptible values as well.

The meaningfulness of work hinges on the perceived value by those engaged in its creation. Multiple levels of meaningfulness operate concurrently: value created for the individuals involved in production (individual values), value for customers and users (customer values), value for the organization (organizational values), value generated for the community and society at large (common good), and, often overlooked, value created for future generations (future values). These values interact and evolve depending on the context and stage of life.

The concept of work is context-dependent and has evolved throughout human history. For many, work refers to any compensated activity or any activity that generates value for oneself or others. However, under this definition, mercenary work is considered labor while service in a regular army is not. In the realm of education, a teacher's activities are deemed work, but the actions of students or even parents involved in their child's education are not.

Activities that create value but remain unpaid are typically excluded from the definition of work. This category encompasses not only household chores but also caregiving for children, the ill, and the elderly. For example, in most countries, commuting to work is not regarded as part of work, despite the considerable time it consumes and the impact on individuals' quality of life, especially in large urban areas.

So, should we reconsider our definition of work? In the age of AI and robotics, the question becomes more pressing: what will be left for humans when smart machines handle routine, transactional tasks, including some managerial roles? Perhaps the definition of work should expand beyond the individual framework and become intertwined with life, education, and culture. Although work is an integral part of business and the economy, in the future, it may require a broader definition of value added to economic and social structures.

However, returning to reality, throughout most of human history, work comprised activities necessary for subsistence. It was unpaid and aimed at securing a livelihood. Work was undertaken to the extent required for survival. This was true during the Paleolithic period, characterized by abundance—an abundance of animals to hunt, plants to gather, raw materials for toolmaking, and time and space. This was an era of limited human population, and the scarcity we experience today was less of a concern. We may be heading toward scenarios where scarcity, even of work, becomes the norm. Who knows, work may eventually be perceived as a privilege.1

Jan Lucassen aptly notes, "Until the 'invention' of farming, work was divided among small communities consisting of only a few households. In close cooperation, they collected their food and shared the fruits of their labor based on reciprocity."2 He emphasizes that human relationships are central to work.

In principle, we can define work as any activity essential for the survival of our species and the advancement of human development and well-being. Today, more than ever, we must assert the right of future generations to a decent life.

The issue of work is existential. The meaning of work has evolved throughout human history, shaped by different purposes. David Ulrich, a co-author of this book, contends that an abundant organization enables its employees to find meaning and purpose in their work experience. He identifies seven principles for abundant organizations: identity, purpose, relationships/teamwork, a positive work environment, personalizing work, resilience/growth, and delight/civility.3

John Hagel and Maggie Wooll argue that companies need not only to redefine what work is but also how it's done, where it's done, when it's done, and who does it. They emphasize cultivating human capabilities such as curiosity, imagination, creativity, intuition, empathy, and social intelligence. According to them, work should be redefined around human capabilities.4

Nick Irving suggests that, with the impending climate crisis, we must find ways to meet people's needs without relying solely on paid employment, especially in an increasingly competitive and unsustainable job market. This entails rethinking how we define and meet the needs of individuals while addressing rising wealth inequality.5