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The Reconnected Organization

The Reconnected Organization

Tag Archives: future of work

Innovation & Future thinking at Amplify Festival

30 Tuesday Jun 2015

Posted by rawnshah in Speaking

≈ 2 Comments

Tags

agreements, blogging, future of work, identity, innovation, life management, social contract, trust

Our panel (L-to-R): Rawn, Katryna Dow (CEO of Meeco), Michael Weeding (Dir. Digital at AMP), Cheryl Burgess (author, speaker), and Craig Meller (CEO of AMP) (photo: AmplifyFest)

Our panel (L-to-R): Rawn, Katryna Dow (CEO of Meeco), Michael Weeding (Dir. Digital at AMP), Cheryl Burgess (author, speaker), and Craig Meller (CEO of AMP)
(photo: AmplifyFest)

The Amplify Festival in Sydney, Australia was quite an eye opening event for me in the realm of futurism, innovation and long-term development. The topics and speakers likewise had some world class research behind them. I blogged an overview for each day and shared them on LinkedIn.

I was at hand as Blogger-in-Residence for the five days of the event hosted by AMP, one of the top financial services companies of Australia, at their downtown offices. I also facilitated the panel on Customer Engagement and Trust (shown on right) with three others with great insight: Katryna Dow (Meeco.me), Michael Weeding (AMP), and Cheryl Burgess (Blue Focus Marketing).  The event was attended by AMP employees (even their top execs like Craig Meller, their CEO, and Craig Ryman, their CIO), as well as many from across Australian industry.

I have posted two pieces on Forbes (so far):

  • Playing the Futurist’s Game
  • The Future of Work and Our Social Compact

See all the days at Amplify Festival (including videos of some of the talks):

  • June 1st – Innovation management (Dr. Norman Lewis, PwC), Video surveys (Matthew Barnett, Verbate)
  • June 2nd – Futurism (Stuart Candy, U of Toronto), Healthcare Design (Lorna Ross, Mayo Clinic), Bitcoin (Jon Matonis)
  • June 3rd –  Ecosystems (John Hagel, Deloitte), Company Transformation (Sanjay Purohit, Infosys), and Strategy Planning (Simon Wardley, LEF)
  • June 4th – Innovating Publishing (Paul Cameron, Booktrack), Education (Heather McGowan), Long-term Innovation (James Moody, Sendle)
  • June 5th – Aging (Michael Hodin, Ruth Finkelstein, Ken Smith, Mark Halverson)

-rawn

My TED talk – The Future of Finding Work

30 Tuesday Jun 2015

Posted by rawnshah in Speaking

≈ Leave a comment

Tags

collaborative economy, conferences, employment relationship, future of work, multi-work, platforms, TEDx

At TEDxBedminster, May 19th 2015:

[Facebook]: Global Workforce Crisis — by BCG (Pinterest – Work Ethos)

05 Monday Jan 2015

Posted by rawnshah in Uncategorized

≈ Leave a comment

Tags

employment relationship, Facebook, future of work

To add to Rainer Strack’s TED presentation that I shared on Friday, here is more info on the coming $10Trillion global talent shortage crisis.

Here is the chart of projections of labor shortages in 2030 in 25 advanced economies, with two models of projections based on 10 year and 20 year trends.

If you look to the right column of the image, that is all labor shortages, and it happens pretty much everywhere in these countries.

What can we do to reduce the impact in 15 years? Per his paper,

– Boost productivity through capital investment in infrastructure, innovation, technology, and social and training programs

– Increase labor participation rate (increase retirement age, encourage more women to participate, jobs for the elderly, increasing working hours)

– Increase immigration and mobility, and cross-border talent

– Encourage higher birth rates (although that is unlikely to impact by this time)

While the paper indicates — “By 2030, most of the 25 economies in our study will face shortfalls. Thus, increasing talent mobility can be regarded as only a limited solution. ” — I think this limits thinking that only these countries can contribute talent to the global economy.

I think there’s a big underestimation of sources of talent, as well as new ways people can work across borders. Consider the new ways that we are outsourcing or crowdsourcing work over the Net. Also consider how we are time-slicing more work, and adding more context to the skills and expertise needed (and available). It is the state of multi-employment coming to be.

http://ift.tt/1BAAxhC
Global Workforce Crisis — by BCG (Pinterest – Work Ethos)
“bcg.perspectives – The Global Workforce Crisis: $10 Trillion at Risk“

Cross-posted from Facebook on January 05, 2015 at 09:03AM via IFTTT

[Facebook]: The workforce crisis of 2030 — and how to start solving it now

02 Friday Jan 2015

Posted by rawnshah in Uncategorized

≈ Leave a comment

Tags

employment relationship, Facebook, future of work

Rainer Strack of Boston Consulting Group has an interesting TED@BCG talk that looks at workforce needs in 2030. It looks not only at the labor supply at the time (shortfalls in 15 of the top economies).

Per their modeling, by 2030 there will be Labor Shortfalls in:
-33% Brazil
-26% S. Korea
-24% Russian Fed.
-23% Germany
-11% Canada
-3% China

USA will have stagnant low growth around 4% surplus, and India at 1%

He also shares the results of their global survey of migration and 200,000 job seekers world wide.

>60% willing to work abroad.
If you look at ages 21-30, it is over 70%

The workforce crisis of 2030 — and how to start solving it now
“It sounds counterintuitive, but by 2030, many of the world’s largest economies will have more jobs than adult citizens to do those jobs. In this data-filled — and quite charming — talk, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing…”

Cross-posted from Facebook on January 02, 2015 at 02:33PM via IFTTT

[Facebook]: Outlook: Future of work in 2015

31 Wednesday Dec 2014

Posted by rawnshah in Uncategorized

≈ Leave a comment

Tags

Facebook, future of work

@stoweboyd wrote his Outlook on the Future of Work in this GigaOm Research report. In the exec summary:

– Next year will be a turning point for AI and algorithms for business
– Mobility continues its growth towards highly personal devices and practices
– The heightened awareness of costs associated with a disengaged workforce have led to the rise of a new class of software: culture-management tools.

I’m particularly glad of the last point. This is a new field that traditionally has been limited to #HR depts. Just as project/work management tools are becoming simpler and for wider use, I think the same will happen to culture-management tools

http://bit.ly/1xyyxG8
Outlook: Future of work in 2015
“Expect technologies and processes that will make day-to-day tasks more personalized, enhance employee engagement, and alter the overall culture of…“

Cross-posted from Facebook on December 31, 2014 at 09:44AM via IFTTT

Nudging Along the Future of Work & Social Business

29 Tuesday Oct 2013

Posted by rawnshah in Uncategorized

≈ Leave a comment

Tags

customer experience, future of work, social business

Originally on Storify by Rawn Shah, Tue, Oct 29 2013 11:48:48
  1. Recently, some of the thought-leaders had a bit of fresh discussion about the evolving direction of social collaboration, and the future of work itself. This discussion looked beyond the motivations of individuals, and at what is leading to this change in social business (enterprise social networks, E2.0, etc.) One debate was on the driving force or source of authority that ‘allows’ social collaboration to occur in the organization. The other is that we don’t have a consistent understanding of what social business is now, presumably at this point of its evolution. Both were looking at ways to help nudge an envisioned future of work.

    [Disclosure: Most of the folks here are friends of mine as well as peer thought leaders in Social Business. Chris Heuer is also my business partner.]
    It began with a tweet by  Daizo Ito (President of Panasonic India) on a Forbes post of mine from a few months ago, Social Business Thought Leaders Beginning Anew.
  2. DaizoIto

    Daizo Ito@DaizoIto
    Great piece by @rawn on hw social media thought leaders are making a move to achieve something greater. t.co/QxKdH1O4ux

    Mon, Oct 28 2013 04:51:36

  3. susanbeebe

    Susan Beebe@susanbeebe
    Agreed >> RT @DaizoIto: Great piece @rawn on how social media thought leaders are making a move to something greater: t.co/DFGXYTquPM

    Mon, Oct 28 2013 15:10:56

  4. With some resharing by others, several folks chimed in on the social channels that that liked that particular piece, adding some information on their own changes.
  5. Sebastian Thielke

    Sebastian Thielke
    Awesome post Rawn.

    Mon, Oct 28 2013 11:14:29

  6. Richard Binhammer

    Richard Binhammer
    Good one. Ill comment in a post sometime 🙂

    Mon, Oct 28 2013 12:31:13

  7. Jeff Nolan

    Jeff Nolan
    yes that is a good one… and worth pointing out that the ultimate source of tracking people moves, Jeremiah Owyang, has moved himself on to something bigger!

    Mon, Oct 28 2013 10:15:20

  8. Bill Johnston

    Bill Johnston
    aannnnnddd damn near the entire Dell SMac Team 🙂

    Mon, Oct 28 2013 14:24:10

  9. The Total Perspective Vortex: “You are Here”

    But the bigger speculation was a look at the current degree of maturity of social business, now nearing its first decade, kicked off by Frank Eliason (SVP Social Media, Citibank), followed by a response from Emanuele Quintarelli (Digital Transformation Lead, Ernst & Young) on the source driving the change.
  10. Frank Eliason

    Frank Eliason
    Great piece Rawn! I wonder who will be next to make a move. I think there are a lot of aspects. We are now hitting a stage where some say the ideas are maturing, but the reality is most companies are not even close to achieving what is possible. But as you know it does not come down to the tools but instead the underlying culture. I often talk about social service but the reality is companies must fix the overall Customer experience. For internal collaboration it is not about implementing the next version of whatever software, it is truly having a collaborative work environment. I expect these changes will happen over the next few years and I look forward to help lead that, but the companies doing it must be ready for it. It will be fun for us who have recognized this for a long time.

    Mon, Oct 28 2013 14:56:02

  11. Emanuele Quintarelli

    Emanuele Quintarelli
    Interesting point Frank. To me the central question is where will the change come from? From inside the organization, from the market pressure, from consultancies and which kind of consulting companies. I believe none of the actors involved are actually ready to make the leap. I’m afraid lots of patience and hard work will be required..

    Mon, Oct 28 2013 14:59:44

  12. Frank Eliason

    Frank Eliason
    Emanuele we are at the stage where patience and hard work are key. I think many companies were provided poor advice over the past few years and are going frustrated by the poor results. The challenge is they have not always listened to those who truly know but instead focused on the ease they were sold. I do think consultants (the right ones) will be important but I also think the discussion must happen at the right levels. It is not a CMO conversation. It is the CEO but also the lowest level employees too. Then it must converge onto the remaining parts of the org. Unfortunately for some companies this will take too long and others will pass them by

    Mon, Oct 28 2013 15:11:43

  13. Maria Ogneva

    Maria Ogneva
    I am seeing the same as many commenters on this thread: I think everyone “gets it” conceptually, but actually making a meaningful change is quite different. Too much attention has been paid to technology and not enough to underlying change management. You can’t just tell people to go collaborate — shocking, I know! 🙂 I also think that people aren’t really making a connection between “external social” and “internal social” and how it’s part of the same kind of organization they need to become. And also.. social business or whatever you want to call it is still a silo, so definitely CEO level leadership is key as Frank Eliason mentioned — but it’s not enough. I think where most things get stuck actually is middle management. Social business efforts can fizzle there, no matter how visionary the CEO is. Also.. culture takes a long time to change, so when people don’t see results right away, they throw out the baby with the bathwater. Time to end this comment…

    Mon, Oct 28 2013 16:37:36

  14. As Mr. Eliason and Ms. Maria Ogneva (Director of Community, Salesforce.com) indicate, many organizations comprehend the gestalt–a structure, configuration, or pattern so integrated as to constitute a functional unit with properties not derivable by summation of its parts. This is supported by the large list of clients from large and small software vendors alike (IBM, Microsoft, SAP, Jive, Lithium Technologies, Moxie Software, etc.)
    But as the definition implies, the whole is greater than the sum of its parts. There is a whole lot to those parts, however. They comprise entire functions (marketing, customer service, product development, etc.) and aspects of business (customer relationships, employee engagement, strategy and growth, etc.) The scale of it is what makes this so compelling for thought leaders, but also so challenging to enterprise leaders. It is a just a whole lot to know and juggle in mind on par with the Total Perspective Vortex of Douglas Adams’ novels–to stare at it may let you comprehend the depth of it all, but also drive you mad from grasping the complexity.

    What or Where is ‘Here’ in the timeline of maturity?

    The discussion then switched to what I describe as ‘what is the story now’? Where is ‘here’ in the Total Perspective Vortex? Chris Heuer (CEO of Alynd) and Mr. Quintarelli exchanged views on the matter:
  15. Chris Heuer

    Chris Heuer
    Based on our meme challenges, our language disconnect with the c-suite and the lack of buyers I wrote about this in the Social Business is Dead post. Now we are convening the tribes of #socbiz #e20 #responsiveorg #workrev and other Work Hackers  http://workhackers.org/2013/10/23/defining-the-future-of-work-at-the-work-hackers-summit/ … to discuss and create the future of work together! SB is Dead located here –  http://www.briansolis.com/2013/10/social-business-is-dead-long-live-whats-next/ …

    Mon, Oct 28 2013 15:53:44

  16. Emanuele Quintarelli

    Emanuele Quintarelli
    Chris, I’m sorry but I’m not buying it. The issue with Social Business or whatever we want to call it is not about names and monikers. The issue is with value and change: a value most senior executives simply don’t see and a required change that simply is not justified. You can call it however you want but the future of work is about a totally different kind of organization and a dramatically different kind of role for its constituents. Are we able to demonstrate the why? If yes, names are not that important. Otherwise, any name will be pretty useless. Names is about marketing. Change is about motivation to change. Change is about value.

    Mon, Oct 28 2013 16:12:37

  17. Chris Heuer

    Chris Heuer
    Language is about connecting concepts and people. If you haven’t, please read the article. Too dismiss it as marketing gimmickry is to miss my point entirely. There are many challenges, most of which come from the inherent complexity of the subject and the complacency of executives with the status quo.

    Mon, Oct 28 2013 16:26:28

  18. Frank Eliason

    Frank Eliason
    Here is a link to Chris’ post  http://www.briansolis.com/2013/10/social-business-is-dead-long-live-whats-next/ …. It can add to the conversation here

    Mon, Oct 28 2013 16:36:40

  19. Emanuele Quintarelli

    Emanuele Quintarelli
    I’ve read the article of course and I’m specifically referring to  http://www.briansolis.com/2013/10/social-business-is-dead-long-live-whats-next/ …. If I’m understanding your point, you remark that “it’s just time for us to find a phrase that is more attractive to corporate leadership” and that “The problem is that the deeper meaning and richer context is being lost on executives who still think the word “social” indicates a frivolous time-wasting pursuit”. On the contrary my impression is that executives will start looking into Social Business only when they get the why, in their terms of course. Words can be confusing but it is not other words that will make it clearer to me. At least not enough to remove inertia from the C-suite. I agree that “Your assignment, should you choose to accept it, is not to get caught up in the words.” The next step to me is not another movement but showing the hard value that what we have been doing in the last few years, unfortunately, has not delivered. To me the future of the organization is especially about doing and changing organizations a step at a time.

    Mon, Oct 28 2013 16:45:09

  20. Chris Heuer

    Chris Heuer
    Emanuele. You can’t have it both ways. You say we need to explain the why “in their terms” and then say “it is not other words that will make it clearer”. That’s a pretty simple contradiction in what you are stating. I don’t think we disagree much if at all on principle here, which is why your “words” are confusing me 🙂

    Mon, Oct 28 2013 16:50:42

  21. Emanuele Quintarelli

    Emanuele Quintarelli
    No contradiction. It seems you consider words the solution. I consider actions and results the solution.

    Mon, Oct 28 2013 16:52:16

  22. Maria Ogneva

    Maria Ogneva
    Oh I just noticed the rest of the article — missed the interview between Rawn and Emanuele. My gut reaction: I have to say, I do not agree at all that business transformation is the territory of big consultants — but of course I can see why you’d say that because you work for a big consultancy. 🙂 I work with all kinds of consulting partners, and I definitely don’t agree. I think the points of industry specialization — as well as seeing trends across industries at a 10k view — are valid points. But I don’t think this expertise only exists in large consultancies. Also, small and medium companies need social transformation — it’s just the way they go about it may be different.

    Mon, Oct 28 2013 19:47:57

  23. Managed Evolution takes Many, Many Small Nudges

    As I see it:
    (1) The topic has matured and changed since inception a few years back. (I’m intentionally being vague on when it started precisely.)
    (2) The gestalt of social business is vague and misunderstood. Some see the near-term possibilities and achievable gains, but ignore the full potential because that requires hard decisions and larger changes.
    (3)  There is a need for what changes can occur on a practical level that is pragmatic to the situation of each organization
    (4) “Short-term” varies but on a business operations-view it is 1 year or less. On a business work evolution viewpoint, it is a few years
    (5) I’d argue “long-term” means a decade or more, encompassing the possibility of the complete forward future of how you run your business.
    (6) We need actionable practical change in the Business-operations-Short-term timespace, but driving towards the Work-evolution-Short-term as well.
    (7) Making the practical change however still needs an understanding of the Long-term view both in concept, and in terms of the broad strategic/evolutionary goals for one’s specific organization.
    As the header says, evolution is many, many steps that seem small and achievable in the short-term, but develops the organism (the organization) into a new thing. This above isn’t evolution in the classic sense but guided or managed. We don’t simply set in motion and let things happen, but nudge things along. It takes many, many small nudges.
    The big debate we seem to have is what shape of actions and the reasons why we make these nudges…
    [To be continued. I propose one approach of my own.]

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