According to Gallup, employee engagement in the U.S. has hit a 10-year low. Only 31% of employees feel engaged at work. Let that sink in for a moment. Organizations are spending millions on surveys, perks, and initiatives, yet the numbers keep dropping. Why? Because these efforts are treating the symptoms, not the root cause.

What if the issue isn’t engagement, but the flawed design of work itself?

The World Around Work Has Changed

Over the last two decades, seismic societal shifts have redefined how people live, interact, and view themselves—and these changes have profound implications for the workplace. Understanding these shifts is essential for redesigning work to meet the realities of today. Here are some of the most significant changes:

• Technology has transformed information access: In 2000, only 7% of the world’s population had internet access; today, over 60% are connected. Smartphones, which were practically nonexistent 15 years ago, are now owned by 96% of Americans. This rapid adoption of digital tools has made instant access to information and remote work not just possible but expected.
• Personalization has become a societal norm: Twenty years ago, people watched network TV on fixed schedules; today, streaming platforms like Netflix use algorithms to curate unique recommendations for billions. This evolution has set an expectation for tailored experiences in all aspects of life, including the workplace.
• Interconnectedness has reshaped relationships: Globalization and technological advances have interconnected people and economies like never before. In 2000, international trade accounted for 43% of global GDP; by 2023, it reached nearly 60%. On a personal level, platforms like WhatsApp and LinkedIn enable instant global communication, while video communication tools such as Zoom and Microsoft Teams have become essential for bridging distances and fostering collaboration across borders.
• Expectations have grown for ethical organizations: In 2003, corporate responsibility was a secondary concern for most employees, but by 2023, 70% of younger workers reported that they would be more loyal to companies that actively address societal challenges. This generational shift reflects a growing belief that organizations must contribute meaningfully to the world beyond profit. By 2023, over 60% of Millennials and Gen Z workers prioritize working for companies aligned with their values. This evolution reflects a broader demand for ethical leadership and meaningful work.
• Innovation is accelerating at an unprecedented pace: In 2000, it took an average of 15 years for new technologies to reach widespread adoption; by 2020, this timeline had compressed to just five years. For example, generative AI tools like ChatGPT reached 100 million users within two months of launch in 2023. This rapid pace of change requires organizations and individuals to continuously learn, adapt, and innovate to stay relevant.

Today’s Work Isn’t Working

While society has rapidly evolved over the past few decades, work design has remained largely stagnant, failing to keep pace with these transformations. While changes have certainly been made across organizations, they tend to be minor relative to the profound societal shifts. As a result, workplaces suffer from:

• Transaction Over Meaning. Work has turned into a series of transactions. Employees are handed tasks, deadlines, and metrics but rarely a connection to the bigger picture. Picture a sales associate laser-focused on hitting their daily quota but completely unaware of how their efforts contribute to the company’s mission or customer satisfaction. Reducing work to numbers robs it of meaning and makes employees feel like replaceable cogs in a machine.

• Bureaucracy Over Empowerment. Ever feel like you’re wading through red tape? Endless layers of approval and overly complex processes sap the energy out of employees. Take a project manager who needs sign-off from five departments to make a minor adjustment. Frustrating, right? This kind of environment crushes creativity and leaves employees feeling powerless.

• Isolation Over Connection. Technology has made remote work possible, but it’s also made it isolating. Email threads and chat messages often replace real conversations and spontaneous collaboration. A remote worker might check every task off their to-do list but still feel disconnected from their team. Without a sense of belonging, it’s hard to stay engaged.

• Fear Over Trust. Too many workplaces run on fear. Employees worry about speaking up, challenging ideas, or taking risks. Imagine a junior software developer spotting a flaw in a critical project but staying silent during a meeting, afraid of being dismissed or penalized. This culture stifles innovation and erodes trust, creating an atmosphere where growth and creativity are suffocated.

Engagement Isn’t the Problem—It’s the Symptom

Low engagement isn’t the root issue—it’s a symptom of a deeper, broken system. Until organizations address the underlying flaws in how work is designed, no amount of perks or incentives will fix the problem.

Too often, engagement is treated as a checkbox—team-building activities, recognition programs, and free snacks. While these can offer temporary boosts, they don’t address the core issues. The real problem lies in workplaces that have lost sight of what truly matters.

Employees want more than quick fixes. They want flexibility that fits their lives, meaningful connections that make them feel part of something larger, and purpose that makes their work matter. When these needs go unmet, disengagement is the natural outcome.

Sparking New Leadership Thinking

The broken design of today’s workplaces—transactional, bureaucratic, isolating, and fear-driven—has created a crisis that demands thoughtful and deliberate action. Rising employee disengagement highlights the need for senior leaders to address the fundamental flaws in their organizations. To redesign work for the future, leadership teams should wrestle with these key questions:

1. How well does our organization’s purpose resonate with employees, and are we embedding it into daily work in meaningful ways?
2. Where are layers of bureaucracy slowing decision-making, and how do we create more empowerment across teams?
3. How are we addressing the disconnect between our hybrid or remote work practices and employees’ need for connection and belonging?
4. What signals are we sending about trust through our policies, and how can we reinforce a culture of openness and psychological safety?
5. What obstacles—cultural, structural, or otherwise—are preventing us from making the changes needed to redesign work effectively?

The Bottom Line 

The way we work is designed for the past, not the future. It’s time for leaders to overhaul how work is done and prepare for a world that demands agility, innovation, and real engagement.