I just finished another book and added it to my Library. Pandemic, Inc. explores eight trends that are amplified by the current pandemic. Author Patrick Schwerdtfeger believes we will see more change in the next 12 months then we saw in the last 12 years. He views the current crisis through an optimistic lens, seeing a time of incredible change, but also opportunity.Continue reading
The news cycle these days makes it hard to catch our breath. More importantly, our focus is increasingly on short-term dynamics versus long-term trends. By long-term, I mean a little beyond what is right in front of us. I captured this thought in a Post last year: When someone says to me: “I’m not worried about five years from now”, my reaction is always the same. What looks to be five years out is likely only 18 months away: A phenomenon I describe in this piece on Acceleration.Continue reading
Data gathered by LinkedIn, Coursera and the World Economic Forum was captured in a Future of Jobs Report recently published by The World Economic forum (WEF). A good summary is provided by senior writer Kate Whiting in her recent Article on the WEF website. Report content is showing up in varied places, with key findings like those below widely shared:Continue reading
The acceleration of automation is not a direct outcome of the pandemic – it is simply more visible now. That visibility is one of the few bright spots in an otherwise horrible several months. The inequities that exist in the world are now more visible. The lack of preparation for a digital future has exposed those who did not see the need. In the case of automation, it was going to accelerate for a number of reasons, but the pandemic will Accelerate the Acceleration. One clear reason that this decade will see a massive investment in automation is the fall in Working Age population. Said another way, it is getting increasingly difficult to find skilled resources.Continue reading
Here is a scenario I expect to see play out increasingly over time:
To address Japan’s rapidly aging workforce and labor shortage, contractor Obayashi Corporation has turned to automation by constructing a dam almost entirely with robotsContinue reading
For those of us alive today, our core beliefs, the way we live, and our notion of work are rooted in the way it has been for the last 250 years. To us, it has always been this way. When a transformative era emerges, we struggle to imagine a different way of doing things – even when the emerging future is begging us to think differently. One great example lies in the future of work. As we struggle to envision a world where work is no longer required, we fail to realize that History is very Instructive.Continue reading
Several recent articles have focused on a world that is changing faster than anything the world has ever experienced. From the socioeconomic front, to the geopolitical, to the technological, and more, the pace is accelerating. This Acceleration is not new, but it seems that it finally made the radar of organizational leaders. This phenomenon calls into question the traditional view of five-year plans. The world in five years likely looks quite different than our current world. This puts the ability to pivot and change at the heart of future organization success criteria. This new-found awareness highlights the need for flexibility, resilience, and adaptability, likely accelerating the path Towards Digital Transformation.
The phrase “The robots are coming” is often repeated these days. What does their arrival mean for the future of work? That question has short term implications, and the potential for profound long-term impacts. Ask around and you get vastly different perspectives on the question. We seem as polarized on the topic as we are about anything these days. A very good perspective was provided recently in an Article authored by Daphne Leprince-Ringuet. The article explores the possible changes to work as robots become a common feature in the work environment.
In a post from the summer of 2019, I explored the notion of an Augmented Age: a future where our natural human capabilities are radically augmented in three ways: Computational systems will help us think. Robotic systems will help us make. And a digital nervous system will connect us to the world far beyond what our natural nervous system can offer. Fast-forward to a world altered by COVID-19: Are we on an accelerated path to augmentation and automation? This recent Forbes Article takes an interesting look at the question from the perspective of lights out factories.
In a virtual roundtable hosted by C-Level on May 14th, we used several polls to gain insight on how people are thinking about the post-pandemic world. The topic of the roundtable was “Rehearsing Post-Pandemic Futures.” You can view a video of the virtual roundtable Here. I posted the results of polls One and Two earlier. You can participate in those polls by visiting the posts. The third poll that we launched during the session probed the question of jobs.
It’s easy to view the current crisis as a catalyst for change. Lying beneath the surface are signals that major change is required, and when crisis emerges, hope for that change emerges with it. In most cases however, that change never materializes. The last two months have brought countless predictions of what is to come. While we need to consider the low percentage of successful post-crisis predictions in the past, two trends look likely to materialize: accelerated digital transformation, and a rapid path to automation.
As we peer into the Looking Glass, we know that uncertainty is staring back. Our exponential world and all its building blocks and scenarios has created this looking glass phenomenon – something I explored in this Leadership Course back in 2017. COVID-19 underscores this uncertainty, serving as both an accelerant and an obstacle. A good example is explored in this Article on automation. Will the pandemic serve as an automation accelerant, as businesses replace laid off employees via automation? Or is it an obstacle to the capital investment required to enable automation?
What job skills do we need for the future? A popular question that comes up a lot. In a Recent Post, I listed several: emotional intelligence, creativity, flexibility, adaptability, data literacy, and technology savviness. This Tweet of a World Economic Forum video adds complex problem solving, critical thinking, people management, working with others, and decision making to the list.
In a recent Article, Gartner says that no single tool available today can replace humans in the workplace. The article goes on to say that hyper-automation is a response to this challenge – bringing together different tools, technologies and techniques to amplify every company’s ability to automate more processes, more rapidly, with better results.
It is no secret that productivity has slowed. In a Post from 2016, I described this phenomenon in detail. According to Wikipedia, productivity is an average measure of the efficiency of production. It can be expressed as the ratio of output to inputs used in the production process. In a Citi Report I shared in that post, they describe the significant slowing of labor productivity growth, which drives a focus on next generation gains. But In spite of technological progress and innovation, measured productivity growth is low by historical comparison.
I Just finished another great book. This one is titled A World Without Work authored by Economist Daniel Susskind. The author explores a phenomenon that we have discussed many times over the centuries: Technological Unemployment. Drawing on almost a decade of research in the field, Susskind argues that machines no longer need to think like us in order to outperform us, as was once widely believed. The book describes a world where more and more tasks that used to be far beyond the capability of computers – from diagnosing illnesses to drafting legal contracts, from writing news reports to composing music – are coming within their reach. Mr. Susskind tells a compelling story to support his conclusion: the threat of technological unemployment is now real.
As many focus on the future of work, various different perspectives are presented. A common theme is emerging: Jobs will be there, but they will be very different within the next decade. This recent Article draws three conclusions:
- In 10 years time, 50% of jobs will be changed by automation – but only 5% eliminated.
- 9 out of 10 jobs will require digital skills.
- Young, low-skilled and vulnerable people – all need help with up-skilling.
Several critical points are made by the World Economic Forum article:
The world is about to enter a pivotal decade. This decade is likely to be remembered as the launching pad to a very different future. The next ten years are marked by uncertainty, complexity, and an inability to predict how an overwhelming number of Dots Connect to shape the decade. In a 2018 post, I looked at some work by Karen Harris and others that focused on some of the Macro Trends that drive the decade. In the supporting insights report, the authors see volatility emerging from the Collision of Demographics, Automation, and Inequality. These three factors drive a very Turbulent 2020s and Beyond.
An Article by IEEE Spectrum captured a dialog that occurred at a recent MIT conference. The topic: AI and the Future of Work. The conference discussion underscores the struggles between Techno-Optimism and Techno-Pessimism. Pessimistic when AI and automation are viewed as an industry-destroying path that takes jobs via self-driving technology, smart law algorithms, and robots that continue to put factory and warehouse workers out of work. Optimistic when those same technologies are viewed as augmentation that improves the employee experience.
In a recent book, Richard Baldwin takes us on a fascinating journey to the past, and then provides a peak into the next great transformation. In The Globotics Upheaval, Mr. Baldwin describes a cycle that has played out multiple times throughout human history. The cycle of transformation, upheaval, backlash and resolution (Let’s call it TUBS) was experienced each time the world entered periods of major disruption. Mr. Baldwin introduces the Globotics Transformation as the third great economic transformation to shape our societies over the past three centuries. As he describes, the first was known as the Great Transformation started in the early 1700s, and it switched societies from agriculture to industrial and from rural to urban. The second started in the early 1970s, shifting the focus from industry to services – the Services Transformation. I take a different view of transformation in the context of Tipping Points – but the cycle is the same.