The Asymmetric Workforce
Markets have changed. The workforce has changed. Our approach must follow.
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Jo Sweetland, Managing Director
“A global talent advisory firm, Green Park is an industry pioneer in building diverse, senior leadership teams and more equitable workplace cultures.”
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Raj Tulsiani, CEO & Co-Founder
“Over the next decade, leaders in every sector will face a growing challenge: workforce asymmetry.”
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Jo Heath, Managing Partner and Head of DICE
“Championing Diversity & Inclusion since our inception, we are driven by the core belief that there’s no shortage of talent, only opportunity.”
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Kai Adams, Managing Partner
“We deliver sustainable business value on a global scale to help organisations bring the future into focus.”
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Global Talent Conference
10–11 November 2026, This is a FREE event and your opportunity to gain fresh insights and practical perspectives on the future of talent.
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Jo Sweetland, Managing Director
"Our candidate care lasts long past the point of placement and is key to the rich relationships we build from a foundation of trust, authenticity, transparency and inclusion."
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Raj Tulsiani, CEO & Co-Founder
“We founded Green Park in 2006 with a mission to change the face of leadership. We retain that same passion and entrepreneurial spirit today as when we started.”
The Asymmetric Experience Report
This report, which has been written in partnership with Clore Leadership, comes from rigorous research across sectors, plus survey data from 250 leaders across the creative industries, with local, national and international remits, including participation from the many smaller arts organisations, and the input of senior arts CEOs and Chairs, to create a well-tested and realistic picture of a growing crisis in leadership.
It is facing a conditions shortage: too many people are being asked to lead, deliver and progress within roles, structures and expectations that no longer support sustainable work.
The result is workforce asymmetry – uneven experiences of opportunity, belonging, voice, workload and leadership risk within the same organisations.
For boards, the implication is immediate and practical - treat workforce asymmetry as a management discipline: redesign overloaded roles; make progression visible; strengthen board capability; and make retention a core inclusion strategy.
This report sets out the issues as a series of Frames. Each Frame ends with short questions to help you diagnose how the issues apply to your organisation.
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Hilary Carty OBE
Executive Director, Clore Leadership
“Traditional behaviours of how people respond to reward, pressure, authority, and change are unravelling... We have named this workforce asymmetry: the growing gap between how different people experience work, opportunity, leadership and belonging inside the same organisation. This creates uneven trust, uneven performance and uneven risk...
it means that leaders are no longer forecasting behaviours well enough to run one organisation with one shared reality. They are leading one enterprise, many realities, all at the same time”.
Asymmetry Workforce
Markets have changed. The workforce has changed. Our approach must follow.
For twenty years, Green Park has helped organisations think differently about leadership. This is why we want leaders to act early - to see the asymmetry before it becomes a headline, reduce avoidable flashpoints, and protect performance and reputation at the same time.