Republic 2.0 Added to Emerging Future Visual


In a recent book titled The Future of Work, author Darrell M. West describes the Work 2.0 scenario on this emerging future visual. In exploring possible implications of a shifting work paradigm, he gets prescriptive about possible responses. This implication-response exercise sits at the heart of Future Thinking.

No one can predict this complex and uncertain future – but exercises like this help us see possible futures. In seeing them, we position ourselves to proactively shape them. In the context of work, Mr. West explores several possible responses, including another future scenario which he calls Republic 2.0. How this scenario plays out has a direct impact on the path of other scenarios. The scenario speaks to a new kind of politics. Mr. West states:

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The Future of Work


Book - The Future of Work

I just added another very good book to the Book Library: The Future of Work: Robots, AI, and Automation. Author Darrell M. West looks at a world in which our current views of work change. He explores the implications to our social contract and the policy decisions so critical to revising that contract for a new era. Structural change – which Mr. West explores in the book – has long been a tenet of my work. The future of many of our institutions will either change by our proactive acknowledgement that they must change – or they will be undermined.

The conversation so nicely positioned by our author is one that must happen at all levels of leadership. This does not have to be a Utopian versus Dystopian discussion. Rather, like the major disruptive periods of our past, leaders need to lead.

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Birth Rates, Workers, and Volatility


I wrote about a recent analysis conducted by Bain & Company in an earlier post on the Turbulent 2020s and what it means for the 2030 and beyond. An interesting related exchange on Twitter focused on the impact of birth rates on the core issues of demographics, automation, and growth.

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The Journey Continues


It’s been over a year since launching an Online Course focused on a complex and uncertain future. The course takes a Journey through the Looking Glass – a metaphorical expression that means: on the strange side, in the twilight zone, in a strange parallel world. It comes from the Alice and Wonderland literary work of Lewis Carroll, where he explores the strange and mysterious world Alice finds when she steps through a mirror. I have always found this to be a perfect metaphor for our times.

Every time the looking glass has appeared, the world has experienced a Tipping Point. While I firmly believe a tipping point is coming, the impact is likely a question of severity. Some believe that we have survived similar economic transitions in the past, while others disagree:

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The Strategic Foundation


In my last post, I explored the evolution of business in the industrial age. This Fourth Iteration of Business establishes resilience on a foundation of automation and intelligence. Resilience may be more important than the productivity gains that are sure to be realized as we progress towards Business 4.0, providing the capacity to recover quickly as the pace of shifts accelerates. This visual represents a strategic foundation for Business 4.0.

The Strategic Foundation

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The Fourth Iteration of Business in the Industrial Age


The evolution of business in the industrial age has mirrored the progression of three industrial revolutions; moving us from its first iteration to our current form. The emerging Fourth Industrial revolution ushers in another shift, culminating in something that likely looks much different than its predecessors. A brief look at this journey shows us the linkage:

Iteration One: The first industrial revolution introduced mechanization and had significant impacts on business and the labor force. Business in this period was transformed, as the steam engine enabled us to replace human and animal-based muscle with machines.

Iteration Two: Several forces converged during the second revolution to elevate our standard of living. The post-war period that followed was defined by a high level of consumption that drove business in the mass production era. Henry Ford famously said: “Any customer can have a car painted any color that he wants so long as it is black.”

Iteration Three: The third industrial revolution revolved around information technology, electronics, and communications, ushering in a period of computerization and automation. Businesses were once again transformed through significant gains in productivity and a shift away from Henry Ford era standard products to more customization.

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The Turbulent 2020s and what it Means for 2030 and Beyond


In a recent insights report, authors Karen Harris, Austin Kimson and Andrew Schwedel look at macroeconomic forces and their impact on labor in 2030. The Collision of Demographics, Automation and Inequality will shape the 2020s – a collision that is already in motion. By 2030, the authors see a global economy wrestling with a major transformation, dominated by an unusual level of volatility. Here’s a summary of these three forces:

AN AGING WORKFORCE

As the global workforce ages rapidly, our authors forecast a slowing of U.S. labor force growth to 0.4% per year in the 2020s, thereby bringing an end to the abundance of labor that has fueled economic growth since the 1970s. Even as longer, healthier lives allow us to work into our sixties and beyond, it is not likely to offset the negative effects of aging populations. This labor force stagnation will slow economic growth, with negative side effects including surging healthcare costs, old-age pensions and high debt levels. On the positive side, supply and demand dynamics could benefit lagging wages for mid-to-lower skilled workers in advanced economies through the simple economics of greater demand and lesser supply – but that leads to their second major force: automation.

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