Foresight Scenarios for Future Work Skills: Supporting Digital Transformation in Central European Industries
As digitalisation, automation, and technological disruption continue to accelerate, organisations across Central Europe face growing pressure to adapt. A recent study conducted under the Digi-B-Well Interreg Central Europe project explores how key players, academic institutions, public authorities, and small and medium enterprises (SMEs) can prepare for these challenges through strategic foresight.
Led by researchers from the Department of Psychology at the University of Bologna, the study focuses on the so-called “triple helix” model, in which academia, industry, and government work together to shape innovation. The research team includes Alena Mezentseva, Rita Chiesa, Luca Pietrantoni, Marco Giovanni Mariani, Salvatore Zappalà, and Marco De Angelis. The findings were presented at the Annual Meeting of the Human Factors and Ergonomics Society – Europe Chapter in Bologna in April 2025. The study had two primary objectives: to develop foresight scenarios for digital transformation in the region and to identify their human, technological, and organisational implications.
Using a structured five-step foresight methodology, the team conducted horizon scanning, expert brainstorming, a survey of 236 participants, and interviews across seven Central European countries. The process resulted in the identification of 32 significant trends, which were used to shape four distinct scenarios for the future of work.
In The Digital Drift, technology advances rapidly, but human well-being and inclusion are neglected. Many organisations and individuals struggle to keep up, leading to increased inequality and digital burnout. Disconnected and Disillusioned envisions a society where failed digital systems trigger widespread mistrust, disengagement, and a return to offline experiences. Tech with a Human Touch imagines a future in which human-focused policies and support systems guide digital adoption, resulting in more inclusive and balanced outcomes. Finally, Beyond the Human Age describes a hyper-connected society dominated by AI, where automation redefines work and governance but raises ethical and social questions.
Each of these scenarios carries important practical implications. Organisations can apply these scenarios to stress-test their work systems and technology integration strategies. In addition, the scenarios highlight the need for human-in-the-loop design approaches to ensure new digital systems enhance, rather than replace, human judgment and decision-making. Furthermore, the scenarios suggest a shift in skill demands, indicating that HF/E can develop training systems that align with human learning processes and support teaming between humans and intelligent agents. Finally, the research supports the development of digital well-being frameworks, addressing technostress, isolation, job insecurity, and so on.
As the future of work continues to evolve, this study provides both a roadmap and a reflection tool in helping organisations not just to anticipate what’s next, but to actively shape it.