Reality: Work is fracturing. Independent talent, project-based work, and flexible ecosystems define the modern organization. As George Lee, co-head of the Goldman Sachs Global Institute put it the other day on the GS Exchanges podcast:
“How do I (as the CEO) begin to streamline my enterprise so I can be more flexible and more adaptive, yet without harming our competitive edge?” “Young employees for this period of time are a little bit the casualty of that.”
His colleague, Joseph Briggs, senior global economist at Goldman Sachs Research, followed added:
“Over time, roughly 6% to 7% of all workers could lose their jobs because of automation from Ai.”
Of course, this will vary industry to industry, job family to job family. Even so, the net impact is not a hot debate: it will increase unemployment, at least the traditional measure of it. Put another way, it will disrupt existing employment norms and require young people, those in career transition, and those exploring retirement to rethink how they earn a steady income over time. Also, in line with the above, it’ll require executives to be more creative in terms of how they design their organizations to be adaptive, sustainable, and high-performing.
Even from a macro perspective in the U.S. as of July 2025, the official jobs report showed that just 73,000 nonfarm payroll jobs were added – the weakest monthly gain in years – while the unemployment rate remained at 4.2%. More comprehensive measures of underemployment point to a broader labor market slack: the U‑6 rate – which includes discouraged, marginally attached, and involuntarily underemployed workers – stood at 7.9% in July. Together, these trends reinforce concerns about under‑utilization of human potential across the workforce.
At the same time, independent‑contractor ecosystems are expanding. Consultants, contractors, and small-firms (including many in the “silver economy”) are stepping in as companies, both large and small, seek flexibility in their capabilities and capacity. The Department of Labor has reverted to the more relaxed 2019 classification standard for contractors, reducing regulatory friction in engaging flex talent.
Together, these trends indicate that the traditional full‑time, secure, enduring jobs might soon wane as a norm. More creativity will thus be required by individuals, educators, companies, policy makers, and others to deal with this new, rapidly evolving reality.
Those in retirement, or who are approaching retirement age, are reinventing the means in which they make an income. Extending careers – as lives, themselves, are getting extended – are creating a significant demographic of experienced professionals staying in the workforce. They’re delivering fractional services independently or working through boutique firms:
These data suggest a growing cohort of older professionals who choose, or need, to remain economically active, often opting for fractional, portfolio-based arrangements versus standard full-time employment.
In this fractured world of work, individuals must rethink how they pursue and design personal development experiences and, in parallel, how they make money. Platforms like AdaptiveFutures.io support that evolution through its Personal Assessment & Development (PAD) Framework. This approach empowers students, early career professional, and those in career transition to:
By cultivating self-awareness and strategic clarity, people of all levels of experience can advance with confidence, navigating and prospering amid today’s fragmented yet opportunity-filled talent market.
…via Adaptive Workforce Planning:
Myth 3 falls apart under scrutiny. Traditional full-time roles at established firms no longer dominate the future of work and income generation. Rising underemployment, tech-sector pullbacks (especially for roles historically filled by young people), extended working lives among older professionals, and the rise of flexible talent signal a systemic shift. Organizations must adopt fractal, elastic workforce strategies, strategies that integrate freelance, fractional, contractor, and small-firm talent into workforce planning and delivery. In turn, this provides the flexible capacity, capability, and cost to adapt at speed and scale over time.
For individuals, embracing this new reality is a must. Yes, it’ll require more ongoing creativity, resourcefulness, and relationships, and all these will be predicated on one knowing themselves very well, and being able to articulate their needs, desires, strengths, ideas, and more consistently, clearly, and confidently.
The fractal way of work is here and it's not going away. Is your organizational preparing accordingly? And are you?
To learn more about the other Myths click here. And to learn how to assess your organization’s adaptive readiness and, in turn, build executive decision-making processes rooted in timely, relevant, and actionable insight, follow and connect with me here on LinkedIn. Finally, be sure to subscribe to the Future of Work Advisors Newsletter.