Future of Work
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This document discusses several topics related to the future of work: 1) It explores different perspectives on change and expectations for the future. 2) It outlines trends in the emerging sharing economy like access over ownership, on-demand services, and the internet of things. 3) It examines how jobs have evolved from the old economy model to the new reality of contingent work, the need for continuous learning, and different types of talent offerings.
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Future of Work
- 1. Heather McGowan Future of Work Highlights www.heathermgowan.net
- 2. The Future of Work @heathermcgowan CHANGE TIME Reality Expectation (based upon experience) Inspired by Tim Urban at www.waitbutwhy.com Hope CHANGE: What is Your Vantage Point?
- 3. The Future of Work @heathermcgowan EMERGING ECONOMY: Access over Ownership Specialized Services Consumer Goods Assets Commodity Services Transportation + Delivery Finance
- 4. The Future of Work @heathermcgowan EMERGING ECONOMY: On Demand, P2P, IoT COMMUNICATE COLLABORATECONNECT Social Media Social MobileWeb IoT + Singularity CONVERGE Technology Infrastructure Wi-Fi Ubiquity Payment Systems Transparency Neural Networks Automation Personal Computer Mobile Device with Camera Smart Phone (geolocation) Wearables Sensors Transponders Access over Ownership Contingent Workforce Resource Efficiency CommunityProductivity Key Technology Essential Devices Drivers
- 5. The Future of Work @heathermcgowan JOBS: Old Economy
- 6. The Future of Work @heathermcgowan Fungible Job part Fungible Job part Fungible Job part Fungible Job part Fungible Job part gig Fungible Job part Fungible Job part Fungible Job part Fungible Job part Fungible Job part Fungible Job part giggiggig giggig Job Job Job Job Job Job Job Higher Skill Outsourced to History JOBJobjob Inspiration: Thomas L Friedman Theory of Job Movement JOBS: Job Have Moved in 3 Directions (up, down, out) @heathermcgowan
- 7. The Future of Work @heathermcgowan LEVERAGELEARNLONGEVITY LEARN LEARN LEARN LEARN LEARN LEARN Engagement Engagement Engagement Engagement Engagement Engagement Remain Engaged JOBS: New Reality @heathermcgowan
- 8. The Future of Work @heathermcgowan CONTRIBUTE LEARN SAFETY NET (health, liability, disability, shared equity) Workforce Development Needs K-12 College Job - Career Retire Productive Unproductive Market Demand for Human Talent JOBS: Old Safety Net Paradigm @heathermcgowan
- 9. The Future of Work @heathermcgowan CONTRIBUTE LEARN SAFETY NET (health, liability, disability, shared equity) Workforce Development Needs Productive Unproductive Market Demand for Human Talent Jobs JOBS: New Reality @heathermcgowan
- 10. The Future of Work @heathermcgowan Kindergarten + Montessori High School + Higher Education Workforce Skills Gap Convergent Thinking Divergent Thinking Social + Emotional Intelligence Cognitive Intelligence SKILLS: Skills Gaps Inspired by Sir Ken Robinson @heathermcgowan
- 11. The Future of Work @heathermcgowan SKILLS: You As The Offering
- 12. The Future of Work @heathermcgowan Time- Tour Contribution Executive Producer Contingent Transformational Rotational Foundational Long Term Develop- Invest Building + Sustaining the Entity Short Term 1-3 Years Incremental, known contributions Short Term 3-5 Years Unknown (discovery) Change Agent Short Term Months-Years Hire a Tool Short Term Repeatable Known Execution Agent Types of Talent SKILLS + JOBS: Rethinking Talent
- 13. The Future of Work @heathermcgowan FUTURE: Entrepreneurial Dream: Access FundFUND NetworkNETWORK & PROMOTE PublishPUBLISH- BROADCAST CreateCREATE LearnLEARN @heathermcgowan
Notas del editor
- I am a dot connector. I don’t do so much original research as I connect the dots between others research to present a tapestry or frameworks to show collectively the challenges and opportunities in front of you This quote from Ray Kurzweil is a great place to start. We are here rethinking everything because we collectively acknowledge how much everything around has and continues to change– at an accelerated pace
- When we think about change- and this comes from Tim Urban in reference to advancing technological change- specifically artificial intelligence, we are here As Stuart pointed out in his talk on rethinking thinking- it is very hard for us to imagine the future and rather dangerous for us to use our current assumptions to do so. Many hope that the change we have experienced and anticipate will slow down instead of speed up- people don’t, in general like change But in reality we have heard enough about the internet of things, driverless cars, etc. to expect that change to continue on the clip we are on BUT in reality we are at the bend in the road and the change we have been experiencing is going to start accelerating for all of us and I want to quickly unpack this now across 5 dimensions
- Important to discuss collaborative economy is disrupting higher level skills
- To look quickly at how we got here. First we had the internet that allowed us to communicate driven by a desire for basic workflow as we understood it then productivity And then we had Social Media driven by a desire for community and connection and enabled by wifi ubiquity and smart phone with cameras And now we have Social Mobile allowing us to collaborate, as in the peer to peer or sharing economy, enabled by secure payment systems, ratings transparency, the rising contingent workforce and a desire for, less stuff, which taps into Stephanie Preston’s talk, And soon we will have convergence of the biological and the technological as Kurzweil points out with singularity, internet of things, etc. This next wave, which James Moody who is speaking later today discusses in his book the 6th wave, is driven by a desire and a real need for resource efficiency.
- Jobs once looked like this. Life existed in three bands. You were educated for 20-30 years and you drew off that off that education for 40-45 years until you reached this finite moment of retirement. Your time in the career band was not necessarily in one company but generally one career band where you rode the escalator up. This paradigm, I imagine, made it much easier to sell services such as retirement products such as superanuation as folks had some security and consistency which made it easier to commit to longer term investments.
- Now jobs have moved in three directions- they have moved up requiring more skill or education and there are likely fewer of these jobs They have moved down where they have been outsourced to history or rather replaced by technology and they have moved across by a combination of technology and globalization into job components that can be done by the contingent workforce anywhere in in the globe. .
- So today it looks more like this. Overlapping bands of Learn, Leverage, and Longevity. To borrow a great concept from Sebastian Thrun founder of Udacity, we need to think about education like a toothbrush something you do at least five minutes twice a day. Being a productive member of society now means you have to rather rapidly cycle through learning and leveraging that learning. We are all living longer and this will require we remain engaged for a longer period of time. Both Ruth and Elizabeth will be discussing this and I like Elizabeth’s concept of reframing our aging population from one of liability to one of an asset. I look forward to her talk on this tomorrow.
- When we look at jobs in terms of the agreements or the social contracts we engaged in we had basic framework. Our collective workforce development needs took place in this band of learn. And then we contributed to society and our economy for much of our lifetimes until we drew on the safety net of pension in retirement. The safety net was there as an agreement if we needed for disability, unemployment, retirement, etc. Market demand for talent was pretty consistent
- Life looks a lot more like this now. The learn band of workforce development needs is much broader and overlaps our contribute so you need to be thinking and retooling your skillsets in preparation for your next job or gig while you are in a current job or gig and people will be flowing in and out of periods of contribution and productivity as the market demand for talent is much more inconsistent
- So when we look at skills we need for this- we can look a simple framework of convergent and divergent thinking or rather problem solving vs. problem finding as you would see in new information or unstructured problems and a continuum of cognitive intelligence to social and emotional intelligence. We start our formal education out here with kindergarten which is rich in exploration- heavy in divergent thinking and developing social and emotional intelligence. We also see this exploration and inquiry mindset continued in montesorri schools which is notable as we have found some of our most successful entreprenuers and innovators including the founders of Amazon, Wikipedia, and Google all went to Montessori schools. We then shift our focus dramatically and acutely towards convergent thinking (zeroing on one correct answer) and cognitive intelligence. Why do we do this? It is easier to test and verify. This has been a huge problem in the US as we push for more standardized testing and our school systems increasingly fail. And then we have our workforce skills gaps which are in critical thinking – the ability to both diverge and converge to explore problem space and our ability to work collaboratively on interdisciplinary teams to solve complex emerging problems with social and emotional intelligence. As Ken Robinson says at some point we reduced education to one half of the brain leaving the rest of the brain and the entire body behind and we are now seeing the impacts of that.
- Given this new normal of a rising contingent workforce and a gig economy–individuals need to think of themselves as companies, as value creators, they are the offering. As such it is not about your resume and what you have done before but what you can do– which is a balance of your assets and capabilities (your unique skills) and where they intersect with the realities of market demand for those skills, and your values or your passion and purpose. The intersection of these three things is your competitive advantage. From this value proposition you have to think about how you communicate that to the world through the curation of your brand in places like social media and then the cultivation of your network.
- Now when we think about talent, I think there are five fundamental types of talent that all serve different purposes. Reid Hoffman the founder of Linked IN in his book the Alliance and his article Tours of Duty, he identifies three types of employees which are included here but since talent is beyond employees I think there are five. The first type is foundational. Many of you in this room are probably foundation employees at your company. You build and sustain the entity and you embody the brand as Cheryl talks about. For a long time we only thought about this type of employee. The second type of employee is rotational. People who come in and make incremental often known types of contributions. They may stay a year or three and after that point if they don’t advance or move they should cycle out. This includes management training programs and some entry level jobs. The third type is contingent I think most people are familiar with this type and we see a lot of growth in this area. Contingent workers can be like hiring a tool. It can be a day or years but you know what specifically you hire the individual to do. The next type is transformational. This is the world I work in. The individual goes into the organization or consults for the organization specifically to make a state change. You may not entirely know their contributions as their job is in a large part discovery. They are with you from 3-5 years, generally the first year is learning and discovering and the second and perhaps third year are in building out the change process and the third to fourth year are in transitioning out and backfilling with a team that can continue to execute on the strategy or deliver the state change. The fifth type I would say is like Annalie. An executive producer has a vast network. They can work internally or externally but the key is their abilty to gather resoruces including talent and people to get something new done. This conference is a testament a deep investment by AMP in being a learning organization and it showcases a great example of an executive producer who can pull talent from around the globe to influence the company with a tapestry of interesting thought threads.