Athalie Williams on why each new workplace catchphrase is a symptom of the same underlying question

Every few years, a new phrase lands in the business lexicon and briefly dominates the conversation. The Great Resignation. The Great Reconfiguration. The Great Reevaluation. Each one arrives with urgency, generating waves of commentary, surveys and hastily convened leadership retreats.

Then, quietly, the next headline takes its place.

Athalie Williams has watched this cycle play out across more than three decades leading complex organisations in resources, telecommunications, financial services and consulting. Her view is that the headlines, while not wrong, tend to obscure something more important.

"These headlines are signals that people are reassessing the value exchange of work," she says. "You can hear it in the questions people ask and the choices they make."

The value exchange of work has always been in motion. What changes is not the underlying dynamic but the visibility of it. Leaders who treat each headline as a discrete event, rather than a symptom of something continuous, keep finding themselves on the back foot.

The Gap That COVID Made Visible

The pandemic accelerated a great deal, but she is careful about overclaiming what it actually changed.

"COVID did not really change what people wanted from work," she says. "It just made it harder to ignore the gap between how work was set up and how people were actually living."

That gap had been accumulating for years. Remote work did not create it. It simply removed the conditions that had kept it out of sight. The commute, the rigid schedule, the performative presence — once people had experienced the alternative, many found it difficult to unsee.

"It showed that trust travels further than we thought," she says, "and that wellbeing is shaped by the way work is designed, not by perks."

Organisations that responded to the Great Resignation by adding benefits largely missed the point. What people were signalling was not that they wanted more from work in a transactional sense. They wanted work that was designed with them in mind.

What Employees Are Actually Asking For

Strip away the headline language and the picture that emerges is fairly consistent. People want meaningful work. They want leaders they can trust. They want to know their contribution matters and that the organisation they work for has a genuine sense of purpose.

"Some things won't change," she says. "People will still want meaningful work, a sense of belonging and leaders they can trust. Organisations will still need clear purpose, disciplined execution and leaders who can make sound decisions in uncertain environments."

None of that is new. What is new is the willingness to act on it. Employees at every level are making more deliberate choices about where they direct their energy, and more prepared to leave environments that fall short of a basic threshold of trust, clarity and respect.

"Cultures will naturally shift in response," she says. "The opportunity for leaders is to shape that shift intentionally."

That word carries a lot of weight. Organisations caught off guard by workforce shifts tend to be the ones that have let culture evolve by default, shaped more by legacy habits and unexamined assumptions than by deliberate design. When the environment changes, they find themselves with a culture that no longer fits the moment.

Designing for What Lasts

She is direct about what separates organisations that navigate these shifts well from those that keep reacting to them.

"The organisations that thrive will be the ones that design for accountability and performance from the beginning, not as an afterthought," she says. "They will also be the ones that elevate culture and behaviour beyond being a matter for HR and bring it firmly onto the executive team agenda."

This is perhaps the most consequential implication of what the workforce headlines have been signalling. Culture is not an HR programme. It is not a set of values on a wall or a score on an engagement survey. It is the lived experience of working in an organisation, shaped by every decision leaders make about how people are treated, developed and held to account.

"When culture is tracked, measured and rewarded with the same discipline as other aspects of business performance, it becomes a genuine driver of value rather than a set of aspirations on a page," she says.

For boards and executive teams, that is an invitation to ask harder questions. Not just what the engagement scores say, but what the culture is actually producing. Whether the behaviours being rewarded are the ones the organisation claims to value. Whether the leadership pipeline reflects genuine investment in people, or simply good intentions.

The Generation Arriving Next

She draws some of her optimism about the future of work from the generation currently entering the workforce.

"I see enormous promise in the next generation," she says. "They are values-driven, globally aware and unwilling to accept outdated practices that hold back progress. They expect clarity, accountability and social responsibility, and they are confident enough to use their voices. That mindset sharpens leadership and accelerates change."

That pressure, applied consistently from the inside, may do more to shift organisational culture than any number of workforce headlines. Leaders who welcome it, who see a values-driven, clear-eyed workforce as an asset rather than a challenge, are already better positioned for what comes next.

The headlines will keep coming. The underlying question they are asking — whether organisations are designed in a way that allows people to contribute at their best — will stay the same. The leaders who understand that are not waiting for the next phrase to land. They are already building the conditions that make it irrelevant.