kevin wheeler
TRANSCRIPT
© 2015, Future of Talent Institute
Kevin Wheeler | May 2015
Future Trends in the Workplace -Riding the Waves of Change
Retreat 2015 The Netherlands
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“Know what’s weird? Day by day, nothing seems to change, but pretty soon … everything’s different.”
– Calvin from Calvin and Hobbes (by Bill Watterson)
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Community: Tribes & Teams
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Increasingly communication is across & between online networks of like-minded people as well as face-to-face.
Collaboration & cooperation are how goals are achieved.
Feedback, learning are generative, collective, peer-driven.
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Global, Virtual Workforce Emerges
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GUIDING PRINCIPLE: Skills not geography are king. Wide sharing
of data, ideas
Opening Virtual Borders
Rise of Collaborative
Work
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Approach a project/assignment in quickly formed teams. Focus on people with skills and capabilities that differentiate. Reward learning/fast adaptation and fast “unlearning” Scan data/market for trends and adapt quickly. Build, test, rebuild……
SWAT Work Teams
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7 Source: http://www.social-hire.com/social-recruiting-advice/3758/how-twitter-use-twitter-to-recruit
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AUTOMATION OF WORK
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Capital is Substituting for
Labor
-McKinsey Global Institute.
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Source: http://www.mckinsey.com/insights/employment_and_growth/the_world_at_work
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The Employment “Bathtub”
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INNOVATION IMPERATIVE
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Talent DisruptionInternet
Social
Mobile
Cloud
Big Data - Analytics
Technology Foundation
Emerging Innovations
Internet of Things
Robotics
Disruptive Scenarios
Sense & Respond Systems
Algorithms Automate Everything Talent
Robo-Talent Managers
Seamless Emplolyee/Candidate Conversation
HERE BE DRAGONS
Predictive Analytics
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9 Critical Capabilities of Knowledge Workers
Source: Oscar Berg http://www.oscarberg.net/2015/04/introducing-digital-collaboration-canvas.html
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Another Possible Capability Set
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Sense making
Social Intelligence Novel & Adaptive Thinking
Cross Cultural Competence
Computational Thinking
New Media Literacy
Transdisciplinary Thinking
Design Mindset
Cognitive Load Management Virtual Collaboration
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DESIGN WITH DATA
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NETWORK CAPITAL
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Effective knowledge networks require leadership from everyone – an aggressively intelligent and engaged workforce, learning with each other. Positional leadership, by the authority of some hierarchy, is giving way to reputational leadership, as determined by the myriad feedback loops of the network
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Social Influence – Network Capital
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Network Capital Enables
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CANDIDATE ATTRACTION
CANDIDATE ENGAGEMENT
HIGHER QUALITY
CANDIDATE
PERSONALIZEDMARKETING
BETTERSERVICE
LOWER COST
TRUST & RELATIONSHIP
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Elements of Influence
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CENTRALITY
Links,
Traffic,
Views
RELEVANCE
#Retweets,
Likes
RESONANCE
Activity
Level
REACH
How many,
How far
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Shift from amount of knowledge to how fast you can learn. People come to geographic centers (e.g. Silicon Valley) because it is there they learn the fastest by interchanges with other people face-to-face. Libraries may take on new roles as “knowledge exchange centers.” They become the physical, intellectual knowledge sharing place people go to be part of panels and discussion groups, to learn from each other and from the materials available, have conversations, and even make things.
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NEW ORG STRUCTURES
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Cynefin Model – Dave Snowden
cognitive-edge.com/
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Lean, Flat, Simple, Asset-Light Ecosystems Thinking Relationship Based Open, Agile, Collaborative Sense and Respond Systems Adaptive, Experimental Focus on creativity, design
Emerging Organizational Structures
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Tenure at the Top
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The topple rate, - a measure of how rapidly companies lose their leadership position, - has increased by almost 40 percent since 1965. The tenure of companies on the S&P 500 was 61 years in 1958; it’s now 18 years. If these trends continue, 75 percent of the S&P 500 companies will have changed over the next 15 years. Dealing with disruptive change is very tough, - and getting even tougher in our fast changing digital economy.
Source: Irving Wladawsky-Berger: http://blog.irvingwb.com/blog/2015/05/embracing-disruptive-change-why-is-it-so-difficult.html#more
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Changes in mindset, economics, & technology
Make possible flatter, leaner structures
Increases in automation & analytics
Which augment brain power
And an agile, largely contingent workforce
Organizations
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And a rise in contingent employment
With growth of entrepreneurial mindset
Value increasingly placed on creative arts, design, psychology & areas where computers struggle to add value.
Changes in attitudes, Internet, lifestyle
Lead to new work arrangements & styles
Increased complexity & rise in computer power
Individuals
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Emerging Org Types
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REICo-op
SEMCODemocracy
BURLINGTON CO-HOUSING
Sociocracy
ZAPPOSHolocracy
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COLLABORATION & COMMUNITY
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-Social Interaction -Value in relationship -Informal -Multi-Directional communication
21st Century
Common Communication Methods -Face-to-Face formal -Interview -Mail/Email -Meetings
Common Communication Methods -Face-to-Face informal -Interview -Social Media -On-line communities
Institutions Core Networks & Communities Core
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-Transactional -Low relationship -Formal -One-way communication
20th Century
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New Approach by
Zappos
No Job Postings!
NO
Job postings
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Two-Thirds of Work is Done Outside of Organizational Workspace
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Corporate Office 35%
Co-Working/Cafe 35%
At Home 35%
Growth is here
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Embrace Yourselves for the Worker of 2020 and Beyond
• Half of workforce will be Gen Ys who are now in their mid to late 30s.
• Many have never had a “normal” job or have had one briefly.
Valued by network with strong social network scores and peer endorsements.
• May work part-time, some-time, anywhere.
• Cycle between projects & longer term contracts.
• Find work via skills marketplaces, peer networks, collaboration, social media.
• Expect to be guided by process and goals, not a manager.
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Typical Worker 2020-2024
• Self-learning dominates.
• Measure of success is peer respect, goal achievement (performance), and flexibility.
• Recruiting them is about finding them the right projects/people to work with.
• Learn & find work via mobile devices and wearable tools.
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www.futureoftalent.org
Kevin Wheeler Founder & Chairman
Follow me on Twitter: @kwheeler
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