In the past few years there has been a significant rise in the number of highly skilled strategic thought-leaders, knowledge workers and change agents entering the interim management and freelance consultancy world. This network of agile talent is accessible through the right trusted partners and the benefits they can bring to a business can be extraordinary when harnessed in the right way.

Side Effect of the Gig Economy - Part 1 - HR Executive-001103-edited

The rise of this “executive gig economy™” – a phrase that I have coined as I’ve been exploring this shift over the past couple of years, has empowered workers to concentrate on journeys over jobs, where the experience and freedom is more coveted than the security of a job or a career path.

The future senior worker is demanding flexibility. The corporate enterprise structure that doesn’t provide this will continue to lose further talent to more progressive, fresher organisations who adopt future of work practices. As such, the talent drain from permanent to flexible working/interim or a portfolio career is increasing.

The changing needs of today’s workers, the war for talent, the rise of the knowledge and executive gig™ economy and the future of work is driving workforce management to the top of the business agenda, especially as talent becomes one of the only true differentiators of success nowadays.

However, the executive gig economy doesn’t have to be threatening. There’s a huge opportunity for businesses here, and a large pool of flexible, highly skilled workers to tap into on-demand when you need them. The enterprise, boards and their CIOs have a real opportunity to tap into a scalable workforce that can help them meet the business agendas needs, whilst also benefiting the core operation.

As the workload and delivery demands increase, you can access the right people with the right set of skills to come in and work with you and help bolster your workforce. The result is predictable high-quality delivery and the ability to close the capability and speed gaps in an uncertain world.

Why would you rely on one individual member of staff when you can tap into the diverse range of expertise from a wide range of high quality sources? (Many of whom would be prohibitively pricey if you were to hire them as full-time permanent staff or from management consulting firms). Access to premium diverse skills and expertise has never been so prevalent.

In essence, the gig economy is connecting those with high end knowledge and capability to organisations in dire need of those skills, who ordinarily wouldn’t have access to them.

My thinking around this shift is that you can access a virtual leadership/consulting and delivery capability on demand without trust issues associated with today’s management consulting industry.

Surely you don’t get fired for hiring (insert management consultancy of choice) is old school thinking that has to change?

I’d love to see 10 interims pitted against 10 management consultants with a transformation to shape, form and deliver. My view is the results would speak for themselves.

Twitter: @patlynes

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