An assignment on Collaborative Consumption and the changes taking place in the World of Work. An innovative undertake on the new work context, complemented by the progressive profoundness of communication and international work division to complete information related jobs.
Frans van der reep about analogue life in a digital worldmasjo
The Internet is changing people's lives in fundamental ways by connecting everyone and enabling new forms of communication, collaboration, and business models. It forces individuals and organizations to define their unique value and take action to market themselves. While this creates uncertainty, it also presents opportunities to adapt and thrive. Courage, teamwork, and personal initiative will be needed to navigate these changes and ride the waves of the digital transformation.
Social media and social companies (2010). BPtrends.com and reprinted in IT Ma...masjo
The document discusses how the internet is changing how work is organized by shifting away from hierarchical organizations and schedule-driven work towards more flexible, peer-to-peer networks where individuals have more control. It argues that jobs will become less structured and put people more in the driver's seat. Software will need to meet the requirements of this new "reality pull" model by being more flexible and enabling meaningful, community-driven work. The future is moving from businesses focused on efficiency to ones focused on cooperation and meaningfulness for all stakeholders.
From schedule push to reality pull (2005). Published in European Retail Diges...masjo
The document discusses how the internet is changing organizational structures from hierarchical "schedule push" models to more flexible "reality pull" models where employees and customers have more control. It provides examples of companies like Zara that have implemented reality pull approaches, allowing them to quickly respond to customer demands. The document argues that reality pull is better suited for industries like retail that rely on frequent customer contact and tacit knowledge, and that it can increase employee satisfaction and cost savings while maintaining responsiveness to markets.
This white paper is about “virtual organizations”; why they are an emerging trend, what this means for organizations and their personnel, and how Organimi can help successfully bridge some of the gaps and challenges we see organizations facing in managing this transition to “virtual”.
Rethink Mobile: Mobile Strategy for Product DesignersJonathan Stark
This document provides an overview of a talk on mobile strategy for product designers. The talk discusses how mobile is the most widely adopted technology ever, disrupting industries like entertainment, commerce, education and more through dematerialization. Mobile and the combination of connectivity, cloud computing and smartphones has transformed how people access information and services. Entire industries like newspapers have been disrupted by smaller mobile-focused companies targeting different parts of their business. The speaker argues that mobile disruption could also impact other industries like restaurants that have yet to fully embrace a mobile-first strategy.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
Mark Piesing investigates if the office will even exist in a future dominated by social media and the internet. Interviews Leon Benjamin, co-founder Sei Mani for Warwick Business School's international magazine
Frans van der reep about analogue life in a digital worldmasjo
The Internet is changing people's lives in fundamental ways by connecting everyone and enabling new forms of communication, collaboration, and business models. It forces individuals and organizations to define their unique value and take action to market themselves. While this creates uncertainty, it also presents opportunities to adapt and thrive. Courage, teamwork, and personal initiative will be needed to navigate these changes and ride the waves of the digital transformation.
Social media and social companies (2010). BPtrends.com and reprinted in IT Ma...masjo
The document discusses how the internet is changing how work is organized by shifting away from hierarchical organizations and schedule-driven work towards more flexible, peer-to-peer networks where individuals have more control. It argues that jobs will become less structured and put people more in the driver's seat. Software will need to meet the requirements of this new "reality pull" model by being more flexible and enabling meaningful, community-driven work. The future is moving from businesses focused on efficiency to ones focused on cooperation and meaningfulness for all stakeholders.
From schedule push to reality pull (2005). Published in European Retail Diges...masjo
The document discusses how the internet is changing organizational structures from hierarchical "schedule push" models to more flexible "reality pull" models where employees and customers have more control. It provides examples of companies like Zara that have implemented reality pull approaches, allowing them to quickly respond to customer demands. The document argues that reality pull is better suited for industries like retail that rely on frequent customer contact and tacit knowledge, and that it can increase employee satisfaction and cost savings while maintaining responsiveness to markets.
This white paper is about “virtual organizations”; why they are an emerging trend, what this means for organizations and their personnel, and how Organimi can help successfully bridge some of the gaps and challenges we see organizations facing in managing this transition to “virtual”.
Rethink Mobile: Mobile Strategy for Product DesignersJonathan Stark
This document provides an overview of a talk on mobile strategy for product designers. The talk discusses how mobile is the most widely adopted technology ever, disrupting industries like entertainment, commerce, education and more through dematerialization. Mobile and the combination of connectivity, cloud computing and smartphones has transformed how people access information and services. Entire industries like newspapers have been disrupted by smaller mobile-focused companies targeting different parts of their business. The speaker argues that mobile disruption could also impact other industries like restaurants that have yet to fully embrace a mobile-first strategy.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
Mark Piesing investigates if the office will even exist in a future dominated by social media and the internet. Interviews Leon Benjamin, co-founder Sei Mani for Warwick Business School's international magazine
The document discusses the 3D Internet and provides details about its key aspects. It begins with an abstract that introduces the 3D Internet as a powerful new way to interact with consumers, customers, coworkers, and students through immersive 3D experiences. It then provides an outline of the document's contents before delving into further details. The main applications discussed include using the 3D Internet for education through virtual classrooms, commerce through virtual stores that allow trying products before buying, and social networking through interactive virtual environments. Overall, the document provides an in-depth technical overview of the 3D Internet, its potential uses, and some of the challenges to its commercial success.
Coworking spaces have emerged as third spaces where knowledge workers can work independently yet collaboratively. They allow for networking and team formation among freelancers and entrepreneurs working on digital projects. While coworking spaces vary in their amenities and community cultures, they generally aim to reduce isolation, facilitate mentorship and collaboration, and support work-life balance for mobile knowledge workers. As more jobs can be done remotely, coworking is poised to become an important part of the distributed, project-based organizations of the future.
Kenney & Zysman - The Rise of the Platform Economy (Spring 2016 IST)xMartin Kenney
The document discusses the rise of digital platforms and the platform economy. Key points:
- Digital platforms like Amazon, Facebook, and Uber are creating new online structures that are changing how people work, socialize, and create economic value.
- These platforms are reconfiguring the global economy and how value is created and captured. Their impact on work, markets, and competition could be transformative.
- There is debate around what to call this new digital economy - labels influence how it is studied, used, and regulated. The authors prefer "platform economy" as a neutral term.
- Whether this platform economy results in utopia or dystopia is still unclear and will depend on social, political, and business choices
This document discusses the importance of B2B marketers engaging with online movements like social media. It notes that 85.3% of B2B buyers use the internet to research purchases and that social networking is the second most important web 2.0 technology for businesses after web services, according to a McKinsey survey. While only 45% of B2B marketers currently use tactics like blogs, webinars and social networking, the document predicts this number will rise sharply as individuals increasingly form brand opinions and make purchasing decisions online.
The document discusses 10 ideas for technology and marketing trends in the new decade. It identifies 4 key themes: 1) the shift to digital technologies is global and pervasive, 2) engagement is migrating from computer to mobile, 3) companies are just beginning to understand engagement and how to fund it long-term, and 4) using data responsibly to make smarter decisions while respecting privacy. The document contains essays by digital marketing experts on these trends and how they will reshape how people think, act and consume.
Megasignals: Global, Local, Personal (Issue 2)Teemu Arina
This document summarizes key topics from Issue 2 of Megasignals, which explores major paradigm shifts affecting the world. The first section discusses how organizations are becoming more like clouds, leveraging social media, cloud computing, and Software-as-a-Service to involve consumers, collaborate distributed workforces, and build flexible processes. It recommends the book The World Is Flat 3.0 to understand changed business models and a mobile workforce. The second section recommends Open Innovation to learn how companies profit from open innovation and interacting with external partners in a rapidly changing world.
The document discusses 10 ideas for technology and marketing trends in the new decade. It identifies 4 key themes: 1) the shift to digital technologies is global and pervasive, 2) engagement is migrating from computer to mobile, 3) companies are just beginning to understand engagement and how to fund it long-term, and 4) using data privately and intelligently will be important. The document contains essays by thinkers discussing these trends and how they will reshape how people think, act and consume.
Cloud Company: Social Technologies and Practices in Strategy, Management, and...Teemu Arina
Cloud Company is exploring digitally distributed practices and social technologies for strategy, management, and communications.
Authors: Teemu Arina & Sami Viitamäki
This document discusses several topics related to business and entrepreneurship. It argues that business is inherently competitive and risky, with many failures for every success. It also critiques common advice about innovation and creativity, arguing that truly innovative ideas are often not commercially viable. Additionally, it analyzes capitalism and argues that the system is rigged to benefit large corporations and capital over small businesses and entrepreneurs. Overall, the document presents a skeptical view of conventional business wisdom and the capitalist system.
This document provides an overview of trends in e-commerce and online shopping. It discusses how e-commerce is changing the way people consume products and places increasing demands on logistics and delivery. Collaboration between companies is presented as a way to help address challenges in e-commerce, such as delivering products globally in an efficient and cost-effective manner. The rest of the document explores trends in e-commerce, perspectives from industry experts, and ways that companies can collaborate throughout the supply chain to better serve customers ordering products online.
"The fall of digital" as presented at Webuquerque, November 2010.
"For the past 15 years, the business, marketing and technology communities have been turned upside down with the mass adoption of the internet. Millions have been made and lost. Companies founded and companies gone broke. Business as usual has been changed forever, but the change isn't over yet.
As the realities of the new connected world take hold, the architects of that world (the web developers and digital agencies) may be the ones who pay. How are the trends of today going to affect the professionals that set the ball in motion? That's what we will talk about in The Fall of Digital."
Rethinking Business Models in a Networked WorldThomas Samson
The document discusses how business models need to adapt to the increasingly networked world. It emphasizes that in the future, people will be connected through social networks and mobile devices. Companies will need to engage customers by rewarding their attention, understanding social networks as new market spaces, and offering value through conversation rather than traditional advertising. The emerging networked culture values open sharing and challenges restrictive property rights.
Digital Thinking on Marketing, Branding and CampaigningTom De Bruyne
Lecture I did for the Rotterdam School of Management on March 19th 2013 on how the disruption of digital challenges us to rethink marketing, branding, advertising and campaigning.
The disruption of branding, advertising and campaigningSUE Amsterdam
This is a keynote I did for the marketing team of a FMCG brand. Their question was: what should we be doing to make better campaigns for our brands and products? They are overwhelmed with choices: Should we use digital or classic advertising? Should we engage, activate or promote? Should we build fans and followers or not? I want to argue that the real challenge is not about going digital or not. It’s about being disruptive or not. Disruptive brands or products build audiences both online, offline and through word-of-mouth. Disruptive brands have a bigger impact and are more persuasive in converting prospects into buyers.
The document discusses how cloud computing and collaborative translation technologies can help the translation industry meet growing demands by making processes more efficient through parallelization and leveraging online communities of translators. It explores how cloud-based platforms allow projects to be split into smaller chunks that can be worked on simultaneously by multiple translators, reducing timelines and costs. While technology helps increase speed and volume, the document emphasizes that human factors like process redesign and facilitation of translator communities remain essential.
Digital Darwinism An Interview with Brian Solis, Global Innovation Evangelist...Brian Solis
Leaders Magazine features Brian Solis in an in-depth interview that explores innovation, digital Darwinism, distractions and wellness, and the future of business.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Trustful and Trustworthy: Manufacturing trust in the digital era.ESADE
At the beginning of the so-called Fourth Industrial Revolution,
speaking about social innovation means looking at the Digital
Economy. This is a new economic paradigm, which not only
makes the Internet an infrastructure and a communication
channel but also a way of creating value. The disruption this
causes places us in a digital world that is ever more connected,
flexible and swifter, changing the social relationships we have
known hitherto out of all recognition. We are shifting from
Business-to-Consumer (B2C)1 models to bilateral or Peer-to-
Peer (P2P) models, where we can both buy and sell and link to
other users through platforms that set the economic heartbeat
of our societies.
LEADERS Magazine Features Brian Solis on Innovation and PurposeBrian Solis
In this must read interview in LEADERS Magazine, Brian Solis explores the challenges and opportunities executives face in this Novel Economy.
Brian also details how companies can create a culture of innovation to grow and scale in uncertain times.
The document discusses the 3D Internet and provides details about its key aspects. It begins with an abstract that introduces the 3D Internet as a powerful new way to interact with consumers, customers, coworkers, and students through immersive 3D experiences. It then provides an outline of the document's contents before delving into further details. The main applications discussed include using the 3D Internet for education through virtual classrooms, commerce through virtual stores that allow trying products before buying, and social networking through interactive virtual environments. Overall, the document provides an in-depth technical overview of the 3D Internet, its potential uses, and some of the challenges to its commercial success.
Coworking spaces have emerged as third spaces where knowledge workers can work independently yet collaboratively. They allow for networking and team formation among freelancers and entrepreneurs working on digital projects. While coworking spaces vary in their amenities and community cultures, they generally aim to reduce isolation, facilitate mentorship and collaboration, and support work-life balance for mobile knowledge workers. As more jobs can be done remotely, coworking is poised to become an important part of the distributed, project-based organizations of the future.
Kenney & Zysman - The Rise of the Platform Economy (Spring 2016 IST)xMartin Kenney
The document discusses the rise of digital platforms and the platform economy. Key points:
- Digital platforms like Amazon, Facebook, and Uber are creating new online structures that are changing how people work, socialize, and create economic value.
- These platforms are reconfiguring the global economy and how value is created and captured. Their impact on work, markets, and competition could be transformative.
- There is debate around what to call this new digital economy - labels influence how it is studied, used, and regulated. The authors prefer "platform economy" as a neutral term.
- Whether this platform economy results in utopia or dystopia is still unclear and will depend on social, political, and business choices
This document discusses the importance of B2B marketers engaging with online movements like social media. It notes that 85.3% of B2B buyers use the internet to research purchases and that social networking is the second most important web 2.0 technology for businesses after web services, according to a McKinsey survey. While only 45% of B2B marketers currently use tactics like blogs, webinars and social networking, the document predicts this number will rise sharply as individuals increasingly form brand opinions and make purchasing decisions online.
The document discusses 10 ideas for technology and marketing trends in the new decade. It identifies 4 key themes: 1) the shift to digital technologies is global and pervasive, 2) engagement is migrating from computer to mobile, 3) companies are just beginning to understand engagement and how to fund it long-term, and 4) using data responsibly to make smarter decisions while respecting privacy. The document contains essays by digital marketing experts on these trends and how they will reshape how people think, act and consume.
Megasignals: Global, Local, Personal (Issue 2)Teemu Arina
This document summarizes key topics from Issue 2 of Megasignals, which explores major paradigm shifts affecting the world. The first section discusses how organizations are becoming more like clouds, leveraging social media, cloud computing, and Software-as-a-Service to involve consumers, collaborate distributed workforces, and build flexible processes. It recommends the book The World Is Flat 3.0 to understand changed business models and a mobile workforce. The second section recommends Open Innovation to learn how companies profit from open innovation and interacting with external partners in a rapidly changing world.
The document discusses 10 ideas for technology and marketing trends in the new decade. It identifies 4 key themes: 1) the shift to digital technologies is global and pervasive, 2) engagement is migrating from computer to mobile, 3) companies are just beginning to understand engagement and how to fund it long-term, and 4) using data privately and intelligently will be important. The document contains essays by thinkers discussing these trends and how they will reshape how people think, act and consume.
Cloud Company: Social Technologies and Practices in Strategy, Management, and...Teemu Arina
Cloud Company is exploring digitally distributed practices and social technologies for strategy, management, and communications.
Authors: Teemu Arina & Sami Viitamäki
This document discusses several topics related to business and entrepreneurship. It argues that business is inherently competitive and risky, with many failures for every success. It also critiques common advice about innovation and creativity, arguing that truly innovative ideas are often not commercially viable. Additionally, it analyzes capitalism and argues that the system is rigged to benefit large corporations and capital over small businesses and entrepreneurs. Overall, the document presents a skeptical view of conventional business wisdom and the capitalist system.
This document provides an overview of trends in e-commerce and online shopping. It discusses how e-commerce is changing the way people consume products and places increasing demands on logistics and delivery. Collaboration between companies is presented as a way to help address challenges in e-commerce, such as delivering products globally in an efficient and cost-effective manner. The rest of the document explores trends in e-commerce, perspectives from industry experts, and ways that companies can collaborate throughout the supply chain to better serve customers ordering products online.
"The fall of digital" as presented at Webuquerque, November 2010.
"For the past 15 years, the business, marketing and technology communities have been turned upside down with the mass adoption of the internet. Millions have been made and lost. Companies founded and companies gone broke. Business as usual has been changed forever, but the change isn't over yet.
As the realities of the new connected world take hold, the architects of that world (the web developers and digital agencies) may be the ones who pay. How are the trends of today going to affect the professionals that set the ball in motion? That's what we will talk about in The Fall of Digital."
Rethinking Business Models in a Networked WorldThomas Samson
The document discusses how business models need to adapt to the increasingly networked world. It emphasizes that in the future, people will be connected through social networks and mobile devices. Companies will need to engage customers by rewarding their attention, understanding social networks as new market spaces, and offering value through conversation rather than traditional advertising. The emerging networked culture values open sharing and challenges restrictive property rights.
Digital Thinking on Marketing, Branding and CampaigningTom De Bruyne
Lecture I did for the Rotterdam School of Management on March 19th 2013 on how the disruption of digital challenges us to rethink marketing, branding, advertising and campaigning.
The disruption of branding, advertising and campaigningSUE Amsterdam
This is a keynote I did for the marketing team of a FMCG brand. Their question was: what should we be doing to make better campaigns for our brands and products? They are overwhelmed with choices: Should we use digital or classic advertising? Should we engage, activate or promote? Should we build fans and followers or not? I want to argue that the real challenge is not about going digital or not. It’s about being disruptive or not. Disruptive brands or products build audiences both online, offline and through word-of-mouth. Disruptive brands have a bigger impact and are more persuasive in converting prospects into buyers.
The document discusses how cloud computing and collaborative translation technologies can help the translation industry meet growing demands by making processes more efficient through parallelization and leveraging online communities of translators. It explores how cloud-based platforms allow projects to be split into smaller chunks that can be worked on simultaneously by multiple translators, reducing timelines and costs. While technology helps increase speed and volume, the document emphasizes that human factors like process redesign and facilitation of translator communities remain essential.
Digital Darwinism An Interview with Brian Solis, Global Innovation Evangelist...Brian Solis
Leaders Magazine features Brian Solis in an in-depth interview that explores innovation, digital Darwinism, distractions and wellness, and the future of business.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Trustful and Trustworthy: Manufacturing trust in the digital era.ESADE
At the beginning of the so-called Fourth Industrial Revolution,
speaking about social innovation means looking at the Digital
Economy. This is a new economic paradigm, which not only
makes the Internet an infrastructure and a communication
channel but also a way of creating value. The disruption this
causes places us in a digital world that is ever more connected,
flexible and swifter, changing the social relationships we have
known hitherto out of all recognition. We are shifting from
Business-to-Consumer (B2C)1 models to bilateral or Peer-to-
Peer (P2P) models, where we can both buy and sell and link to
other users through platforms that set the economic heartbeat
of our societies.
LEADERS Magazine Features Brian Solis on Innovation and PurposeBrian Solis
In this must read interview in LEADERS Magazine, Brian Solis explores the challenges and opportunities executives face in this Novel Economy.
Brian also details how companies can create a culture of innovation to grow and scale in uncertain times.
The Power of Sharing: How Collaborative Business Models are Shaping a New Eco...Capgemini
Rachel Botsman is a global thought leader on the collaborative economy. She defines the sharing economy as utilizing underused assets like spaces, skills, and intellectual property for monetary or non-monetary benefits. The collaborative economy is broader and includes new models like peer-to-peer learning and production. Major factors driving this change are the shift from ownership to access, new technologies enabling trust between strangers, and changing consumer behavior especially among millennials. Industries being disrupted include transportation, hospitality, and financial services. Incumbents must adapt collaborative models or risk losing value to startups addressing consumer pain points like waste, complexity and limited access through asset sharing.
Contextual Marketing And The New Marketing ContractXuân Lan Nguyễn
The document discusses the rise of Generation C, which refers to connected customers across all generations who live digital lifestyles. It argues that context is now the most important factor for meaningful customer engagement and marketing. Context provides an understanding of customers within specific situations. The document provides examples of how companies can use contextual marketing strategies that are informed by customer data and tailored to different points in the customer journey. It highlights how real estate company Redfin improved engagement metrics by 20-30% by personalizing messages based on customers' contexts and stages in the home buying process.
This document discusses the future of social media and how brands can adapt to changing technologies. In 3 sentences:
Brands are no longer defined by marketers but by online conversations, so they must become part of discussions to grow. As attention becomes scarce, brands need to provide entertaining, engaging content to be recommended rather than just interrupting people. By testing many ideas, embracing failures, and adapting quickly to changes online, brands can remain relevant in the future of social media.
This document summarizes the evolution of branding over four ages: Identity, Value, Experience, and the emerging Age of You. In the Age of Identity after World War 2, brands served as identifiers and symbols of differentiation. In the Age of Value beginning in the late 1980s, brands were recognized as valuable business assets. The Age of Experience saw the rise of digital technology and an emphasis on seamless customer experiences. Now, in the emerging Age of You, ubiquitous computing and data collection will lead to highly personalized "Mecosystems" revolving around individual customers.
IKnowledge workers are now untethered, able to perform tasMalikPinckney86
I
Knowledge workers are now untethered,
able to perform tasks anywhere at any
time. What do the best of them want from
your organization? by Tammy Johns and
Lynda Gratton
Spotlight
If you wanted to find three decades of the evolution
of knowledge work encapsulated in a single career,
Heidi McCulloch’s would be a good one to consider.
As a liberal arts graduate, McCulloch started out
working in corporate marketing departments and
then moved to an advertising agency, becoming an
outside service provider to companies like the ones
where she’d previously worked. After starting her
family, she stepped away from that world and took
on an entrepreneurial challenge: restoring and sell-
ing a historic inn. She came back to agency work a
few years later and rose to vice president by playing
specialized roles on global project teams. And now?
She’s on to new ventures. She is an independent
The Third Wave
Of Virtual Work
artwork Jules de Balincourt
Big Globe Painting, 2012
Oil and acrylic on panel, 90" x 96"
66 Harvard Business Review January–february 2013
SpotlIght On THe FuTuRe OF KnOwledge wORK
hbr.org
consultant, and in July 2012 she created a “boutique
collaborative workspace” in downtown Toronto for
people like her. It’s an oasis for mobile knowledge
workers, who can do their jobs from anywhere but
who gravitate to where they can do them best—in the
company of other creative people engaged in work
that matters to them.
To a career planner, McCulloch’s might seem like
an erratic path. For us, as longtime observers of work-
ers and their relationship to workplaces, it reflects a
progression. In studying the dramatic changes that
have taken place since the 1980s, we have discerned
three major waves in the “virtualization” of knowl-
edge work. They developed for different reasons, and
they are all still moving forward. McCulloch seems to
have caught each one.
In this article we describe how each wave came
about through a confluence of shifting employee pri-
orities, evolving employer imperatives, and emerg-
ing communications and collaboration technolo-
gies. With experts projecting that within a few years,
more than 1.3 billion people will work virtually—that
is, through rich electronic connections from sites of
their choosing—it is important to understand the
transformation under way.
dor serving a company, to set up a one-person shop
instead. It also enabled marginalized talent—stay-
at-home parents, caregivers, retirees, students—to
enter the labor market. Services typically provided
in this way included graphic design, report writing,
translation, and transcription. As companies con-
tracted with virtual freelancers for discrete tasks that
weren’t reliant on real-time collaboration, both sides
gained flexibility.
For many workers, the option to be hired as an
independent contractor was a godsend—it meant
they no longer had to compromise every other
demand of their daytime exist ...
The document discusses the collaborative economy and its future implications. It defines the collaborative economy as an economic model that leverages communities or crowds to rent, share, swap, barter, trade, or sell access to products or services. Key drivers include increasing population density, sustainability concerns, preferences of younger generations, and the desire for extra income. Technologies like social media, payment systems, and augmented reality will further enable sharing models. Brands can participate by renting products directly, sponsoring sharing initiatives, providing sharing platforms, and creating new product life cycles with branded currencies. Future trends may include a blurring of online and offline with augmented reality and a shift to a "power to the edge" model where collective knowledge is valued over
In this issue of WIN World Insights, we bring you the basics of the latest technological trends. Because, when you begin to understand them, you realize how they will hugely
impact our businesses, our lives and our future.
The document discusses the shifting ages of branding from the Age of Identity to the current Age of You. It describes how branding evolved from simple marks of ownership to powerful symbols of differentiation. It outlines four ages: the Age of Identity where brands served as identifiers; the Age of Value where brands were recognized as valuable assets; the Age of Experience where brands focused on delivering satisfying experiences; and the emerging Age of You where personalization and personalized experiences will be key as data and technology allow brands to truly understand individuals. The future of business lies in recognizing the human within data to create truly personalized brand experiences.
This document discusses trends affecting the future of work, including technological advances, globalization, the network economy, the knowledge society, and demographics. It focuses on millennials and generation Z, describing their characteristics and how they are reshaping the workplace. Companies like IBM, Unilever, and Microsoft are highlighted as innovating to attract and engage millennial talent through initiatives like digital hiring processes, reverse mentoring programs, and internal communities focused on the millennial experience.
This document discusses the concept of human-centered organizations. It describes three trends that have led to this model: 1) considering social and environmental impacts in addition to profits via the "triple bottom line"; 2) designing products and services around consumer needs through techniques like design thinking; and 3) how digital technologies have empowered both consumers and workers. The document then examines three "journeys" that human-centered organizations focus on: the consumer journey to provide personalized experiences, the citizen journey to create shared social value, and the co-worker journey to develop employee creativity and autonomy through techniques like flexible work policies and internal social networks.
Haworth contracts with a third party to provide quarterly insights on trends across various topics including social, technology, economic, and workplace trends. These insights are developed by tracking over 400 information sources and attending over 40 trade shows worldwide each year. The insights highlight topics such as the rise of transparency and social leadership, delayed adulthood, embracing diverse cultures, nostalgic futurism, the sharing economy, smarter supply chains, the optimized self, evolving communications, health impacts of technology, rising robotics, and apps that improve behaviors.
Haworth contracts with a third party to provide quarterly insights on trends across various topics including social, technology, economic, and workplace trends. These insights are developed by tracking over 400 information sources and attending over 40 trade shows worldwide each year. The insights highlight topics such as the rise of transparency and social leadership, delayed adulthood, embracing diverse cultures, nostalgic futurism, the sharing economy, smarter supply chains, the optimized self, evolving communications, health impacts of technology, rising robotics, and apps that improve behaviors.
World Economic Forum Young Global Leaders Sharing Economy Position Paper June...Collaborative Lab
This paper seeks to place the sharing economy on the global agenda for companies, governments, communities and entrepreneurs alike. It is presented by the WEF YGL Sharing Economy Working Group which is part of the Circular Economy Innovation and New Business Models Initiative.
The goal of this paper is to explain what the sharing economy is and why it holds potential, focusing on key principles, drivers, trends and models. It maps out critical factors and conditions required for access-based business models to scale up, and identifies both opportunities and possible challenges to their success. It also embeds the sharing economy within a larger context and movement focused on resource efficiency, sustainability, changing demographics and user behaviors.
The sharing economy represents one of several substantive investigations by the WEF community into new disruptive business models that are impacting industries, value chains and systems around the world. It is intended to serve as an input to future WEF summits, sessions and engagements focused on the future of business, cities, technology, demographic shifts and a variety of sector-specific verticals.
Work is universal. But, how, why, where and when we work has never been so open to individual interpretation. The certainties of the past have been replaced by ambiguity, questions and the steady hum of technology. Now, in a groundbreaking research project covering 21 global companies and more than 200 executives, Lynda Gratton is making sense of the future of work. In this exclusive article she provides a preview of the real world of 21st century work.
The document discusses the historical relationship between heritable race-based slavery and indentured servitude in America. It notes that indentured servitude helped enable the establishment of heritable race-based slavery. Specifically, it explains that indentured servitude initially involved servitude for a set period of time to pay off debts, with the promise of eventual freedom and land. However, this later evolved into heritable race-based slavery, where the slave status was passed down generationally based on the mother's status. This guaranteed a perpetual supply of slaves and greater profits for slave owners.
João da Ega é apresentado como amigo e confidente de Carlos da Maia em Os Maias. Ega é descrito como um dândio e representante do realismo em oposição ao romantismo de Alencar. Sua personalidade rebelde e questionadora é destacada no documento.
O documento fornece informações gerais sobre o país do Laos na Ásia. Em três frases, resume que o Laos é um país localizado no Sudeste Asiático entre a Tailândia e o Vietnã, que tem como capital Vienciana e religião predominante o budismo teravada, e que a economia do país está em desenvolvimento com geração de eletricidade a partir de seus rios.
Filosofia - Exercício de ConceptualizaçãoTomás Pinto
Um exercício de conceptualização acerca da relação entre ética, direito e política, "A Teoria da Justiça" de John Rawls e uma vista básica sobre os elementos principais da religião e os argumentos a favor da existência de Deus.
A Divina Comédia é um poema épico escrito por Dante Alighieri no início do século XIV. O poema descreve a jornada de Dante pelo Inferno, Purgatório e Paraíso, influenciado pelo amor por Beatrice. A obra é dividida em três partes e estruturada como uma viagem alegórica através das três esferas após a morte, representando a jornada da alma humana em busca da redenção e de Deus.
Este documento fornece um resumo de Clarice Lispector e seus contos, incluindo "Os Desastres de Sofia" e recursos expressivos como locuções adjetivas. Inclui um índice, excertos ilustrativos, e uma referência a uma tese sobre locuções adjetivas nos contos de Lispector.
Um "SlideShare" educativo, complementar do documento com o mesmo nome, que serve como apoio à sua apresentação, mostrando novas ferramentas como a presença de um mapa conceptual.
The Legend of Cayo Carpo - Full VersionTomás Pinto
The legend of Cayo Carpo describes a wedding held in 44 AD in what is now Matosinhos, Portugal. During the wedding festivities, the groom Cayo Carpo challenged guests to a horse race on the beach. Miraculously, Cayo's horse rode on water and encountered a stone boat carrying the body of Saint James. Witnessing this miracle led Cayo and the wedding guests to convert to Christianity. While some details like the horse riding on water are likely not factual, the legend seeks to explain how Christianity came to be adopted in the region.
A variedade da Moeda Mercadoria - Em formato escritoTomás Pinto
Um documento de suporte à apresentação "A variedade da moeda mercadoria", baseado no caderno da União Europeia: "A estabilidade de preços é importante porquê?"
Um "Slideshare" educacional sobre a importância da moeda mercadoria, baseado no caderno "A estabilidade de preços é importante porquê?" da União Europeia
Um SlideShare educativo sobre o desemprego em Portugal, baseando-se neste como estrutural devido à discrepância entre procura e oferta, problema de resolução demorada.
Este documento discute o fenômeno da "Black Friday" e o consumismo. Apresenta definições de "Black Friday", dados estatísticos sobre o consumo, e discute os esforços crescentes para impedir que a Ação de Graças se torne um feriado comercial. Também fornece um glossário e citações sobre os impactos da globalização e sociedade de consumo.
This document is an English assignment that summarizes information about KitKat bars. It discusses the company that makes KitKats, The Hershey Corporation, and their slogan "Have a Break, Have a KitKat." It also outlines The Cocoa Plan by Nestle, which aims to create more profitable and sustainable cocoa farms. Finally, it provides nutritional information for KitKat bars and mentions the Nestle Rowntree's York factory in the UK.
The legend of the Lord of Matosinhos explains how a wooden statue of Jesus ended up in the town of Matosinhos, Portugal. According to the legend, the statue was carved by Nicodemus and thrown into the sea to hide it during times of Christian persecution. Centuries later, parts of the statue started washing ashore near Matosinhos. When a mute girl found an arm of the statue, she was suddenly able to speak, revealing it was from the statue of the Lord of Matosinhos. The town then built a church to house the statue, which became an important site of pilgrimage and is celebrated annually with religious festivals and processions.
Este documento discute a emigração em Portugal, incluindo estatísticas sobre os países de destino mais comuns, grupos etários, níveis de educação, tamanho da família e gênero dos emigrantes. Também aborda as leis de emigração e ciências relevantes para o estudo deste fenômeno social.
The document provides information about the past perfect tense, including its uses, formation, and examples. It is used to refer to something that happened before a specific past action or time. The past perfect is formed using the past simple of "have" and the past participle of the main verb. Examples are provided to illustrate referring to events that took place before other past events. Exercises are included for readers to practice forming the past perfect in sentences.
O documento discute infecções sexualmente transmissíveis, principalmente HPV. Aborda o que são ISTs, principais doenças, sintomas e prevenção. Explica o que é HPV, tipos de HPV, formas de contágio, vacinação e teste Papanicolau. Também discute como o preconceito pode afetar a prevenção e fala sobre o câncer de colo do útero relacionado ao HPV.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
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Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Collaborative Consumption
1. Escola Secundária de Clara de Resende
Collaborative Consumption
and the Changing Paradigm
of the World of Work
An innovative undertake on the new work context, complemented by the progressive profoundness
of communication and international work division to complete information related jobs.
Tomás Pinto, 11ºE, nº19
20-03-2017
2. 1 / F
Tomás Pinto– CollaborativeConsumptionandthe ChangingParadigm of the Worldof Work
Index
Introduction
Collaborative Consumption
Rachel Botsman
The Evolution
So, how will jobs change? Hyperspecialization
Coffice – A funny example
Currency of Trust
Conclusion
Bibliography/Webography
3. 2 / B
Introduction
Nowadays,we live inaneweraof information,withanever-growingaccesstonew ideasandwaysof
thinking.Consequently,thishasdramaticallychangedusandthe worldaroundus, burstingintoourlivesin
differentforms.There are numerousexamplesbearingwitnesstothistransformativephenomenon.A range
of companieswithdifferentbackgrounds,butwithone commonfactor:the digitalisationof business. Uber,
a companybasedin SanFrancisco,has garneredthe criticismof taxi-driversacrossthe world,revolutionising
thistraditional sectorwiththe developmentof anapp that connectspassengerswiththe driversregistered
on itsplatform.Airbnb,the holygrail of the touristsector. Appraised atmore than 10 billion USD,the biggest
hotel chainin the worlddoesnot owna single hotel.Airbnbbasesitsbusinessonnew technologiesandthe
emergence of the latestsocial trendssuchasthe sharing economy.Once again,an app is whatlinkstourists
withthe landlordsthatare rentingor sharingtheirproperties. The collaborative economyandthe digital
transformationof servicesare becomingincreasinglyresponsible forlandingthe entire bankingsectorinhot
waters.Digitalisationhasarrivedanditishere to stay.A radical change whichisbrewinginthe officesof the
CEOs of all organisations,giventhatitaffectsall businessesacrossthe whole valuechain.
At the same time this technological impact carries a heavy switch in the way consumption is made, an
enormousemphasisisputon trust, anditsdislocationfrommajorcorporationstodecentralizedwebservices
such as Uber and Airbnb, already mentioned above. Most importantly, the future of work is based on
collaborative consumption,and the fact that it causes a rise in the importance of values and education, and
completelychanging the incentive game from working in a big corporation, and having strong regulations
imposed on workers, to letting them working based on their willingness and, much often, sense of
competitivity.The internetisturningus frompassive consumersto creators to highlyenabledcollaborators.
The internet is eliminatingthe middle man, truly pushing us towards peer-to-peer social networksand real-
time technologies.
Collaborative Consumption – A definition
The theory of ‘collaborative consumption’ is defined as ‘the reinvention of traditional market behaviours—
renting,lending,swapping,sharing,bartering,gifting—throughtechnology,takingplace inwaysandonascale
not possible before the internet. It includes three systems: product service systems, collaborative lifestyles
and redistributionmarkets that enable people topayto accessand share goods and servicesversusneeding
4. 3 / F
Tomás Pinto– CollaborativeConsumptionandthe ChangingParadigm of the Worldof Work
to ownthemoutright. A keyunderpinningprincipleis‘idlingcapacity’: the powerof technologytounlock the
social, economic and environmental value of underutilized assets.
Rachel Botsman
Rachel Botsmanisa global authorityonanew era of trust. She studiesand
teaches how technology is transforming human relationships and what it
meansfor life,workand howwe do business. Inherfirst highlyacclaimed
book, What’s Mine is Yours (HarperCollins, 2010), she defined the theory
of collaborative consumption. The concept was subsequently named by
TIME as one of the “Ten Ideas That Will Change the World” and by
Thinkers50 as the 2015 Breakthrough Idea. She teaches the world’s first
MBA course onthe subject,whichshe designed,atOxfordUniversity’sSaïd
School of Business. Her forthcoming book, Who Can You Trust? (Penguin,
October2017) focuseson whytrust is collapsinginall kindsof institutions
andyetat the same time,the rise of newtechnologiesisenablingwhatshe
calls “distributed trust” across networks of people, organisations and
intelligentmachines.Anengagingstorytellerandvisionarythinker,Rachel’s
skill lies in discovering and explaining paradigm shifts happening in the
worldand makingthemmeaningful toawide range of audiences.She isaregularwriterand commentatorin
leading international publications including Harvard Business Review, Economist, The New York Times, Wall
StreetJournal,Wiredandmore.She writesamonthlycolumnforthe AustralianFinancial Review. Rachel was
recognisedasone of the “MostCreative People inBusiness”byFastCompany,a“YoungGlobal Leader”bythe
WorldEconomicForumand ispart of Thinkers502016 Radar listof up-and-comingmanagementthinkers. (…)
She uses stories and visuals, grounded in deep research, to paint a vivid picture of how technologyimpacts
trust and innovation.
The Evolution
During a recent stay at the Disney Swan
hotel inFlorida,IconfessI didsomethingin
the bathroom I have done many times
before. I used too many towels and
carelessly left them on the floor. It’s not
somethingI’ve thoughtmuch aboutbefore:
I leave the hotel and who’s to know? But
something struck me as I walked out the
door. I would never do this as a guest
staying in a place on Airbnb. I behave
differently because of the reputation
system in place that means not only do I
rate hosts,but theyrate me. Trust liesintimatelybetweenthe perceptionsof the twousers. We can pointto
this example and extract a sign of how online trust facilitated by digital tools can change our “real world”
behavior. It’s easy to see how one careless towel toss could impact my ability to transact on Airbnb in the
future.Butwhat itillustratesisaparadigmshift.A new worldof trustis emerging:one where trustliesinthe
hands of individuals,not in the big bellies of institutions. Since the industrial revolution, institutional trust –
the confidenceinthe relationshipbetweenindividualsandcorporationsororganizations –hasbeenthenorm.
We have trusted that financial institutions, universities, media companies and other big corporations, will
create the rules and enforce compliance that will keep us safe and make goods and services reliable. This
5. 4 / B
framework of trust has failed many of us through wrongdoing, scandal, or sheer ineffectiveness, and is
consequentlycrumbling.Galluphasasked thefollowingquestionannuallysince1973:“Now Iamgoingtoread
you a listof institutionsinAmericansociety.Please tell me how muchconfidence you,yourself,have ineach
one: a great deal, quite a lot, some, or very little?” In June 2015 survey, the question revealed that public
confidence hadslumpedacrossall majorinstitutions,exceptthe militaryandsmall business,toahistoriclow.
Butthe erosionof institutional trustisnotonlybecausewe’re askingchallengingquestionsaboutthe structure
and size of institutional systems,andthe reputationsof those who leadthem.It’sbecause institutional trust
isn’t designed for the digital age. Think of the characteristics of “institutional trust” – big, hierarchal,
centralized,gated,andstandardized.Itworksif youare GoldmanSachs,AT&T,orPfizerbutitmakesnosense
if you are network or market-based company like Airbnb, Lyft, or Etsy. The DNA of “peer trust” is built on
opposite characteristics –micro,bottom-up,decentralized,flowingandpersonal.The resultof thisshiftisnot
onlythe emergenceof disruptivenewbusinessmodels.Conventioninhow trustisbuilt,lostandrepaired –in
brands, leaders and entire systems – is being turned upside down. We are inventing a type of trust that can
grease the wheelsof businessandfacilitateperson-to-personrelationshipsinthe age of distributednetworks
and collaborative marketplaces.A type of trust that transforms the social glue for ideas whether it be for
renting your house to someone you don’t know, making a loan to unknown borrowers on a social lending
platform,andgettingina car witha stranger frombeingconsideredpersonallyrisky,tothe buildingblocksof
multi-billiondollarbusinesses. Andthe powerof thisemergingtrustdynamicisbeingharnessedbybothstart-
ups and establishedbrands. On September 30, 2015, Amazon launched Flex in Seattle, a new crowdsourced
delivery service that relies not on traditional couriers, but ordinary people to bring packages to you. The
deliverers are not employed by the e-commerce giant, and do not wear their uniforms or drive Amazon
brandedvehicles.Some maysayitismerelyAmazontappingintoacheaplaborpool –“gig-economyworkers”
as they have been contentiouslydubbed – to drive down the costs of Prime Now, their popular one-hour
deliveryservice.ButwhatI findmore interestingisthe dynamicsof trust Amazonis tappingintoto get their
packages into the hands of customers. In the crowd-shipping model, trust is no longer linear and tightly
controlledbetweenAmazonanditscustomers.Instead,trustsitsinawebbetweencustomeranddriver,driver
and Amazon, customer and Amazon. Without a doubt this shiftin trust will be messy. New complexities will
emerge around risk, discrimination and accountability that will require not just new regulatory and legal
frameworksbutadifferentorganizationalmindsettofindawaythrough.Andwe’llhave tofindawaythrough
because to be human,to have relationshipswithotherpeople,isto trust. Perhapsthe disruptionhappening
now is not about technology; it is how it enables a shift in trust, from institutions to individuals.
The ChangingRulesof Trust inthe Digital Age,Rachel Botsman,HarvardBusinessReview,October20, 2015.
So, how will jobs change? Hyperspecialization
Adam Smith’s Wealth of Nations, published in 1776, famously described what would be one of the central
driversof economicprogressforcenturies to come:the divisionof labour. Much of the prosperityour world
nowenjoyscomesfromthe productivitygainsof dividingworkintoeversmallertasksperformedbyevermore
specialized workers. Today, thanks to the rise of knowledge work and communications technology, this
subdivisionof labourhasadvancedtoa pointwhere the nextdifference indegree will constitute adifference
inkind.We are enteringaneraof hyperspecialization—averydifferent,andnotyetwidelyunderstood,world
of work. (…) Just as people in the early days of industrialization saw single jobs (such as a pin maker’s)
transformed into many jobs (Adam Smith observed 18 separate steps in a pin factory), we will now see
knowledge-workerjobs—salesperson,secretary,engineer—atomizeintocomplexnetworksof people allover
the world performing highly specialized tasks. Even job titles of recent vintage will soon strike us as quaint.
“Software developer,” for example, already obscures the reality that often in a software project, different
specialistsare responsible fordesign,coding,andtesting.Andthatis the simplestscenario.WhenTopCoder,
a start-upsoftware firmbasedinConnecticut,getsinvolved,the same software maybe touchedbydozensof
6. 5 / F
Tomás Pinto– CollaborativeConsumptionandthe ChangingParadigm of the Worldof Work
contributors. TopCoderchopsitsclients’ITprojectsintobite-sizechunksandoffersthemuptoits worldwide
community of freelance developers as competitive challenges (opening the possibility of becoming a “top
coder”).Forinstance,aprojectmightbeginwithacontesttogenerate the bestnew software-productidea.A
secondcontestmightprovideahigh-level descriptionof the project’sgoalsandchallenge developerstocreate
the documentthatbesttranslatesthemintodetailedsystemrequirements.(TopCoderhostsawebforumthat
allowsdeveloperstoquerythe clientformore details,andall those questionsandanswersbecome visibleto
all competitors.) The winningspecificationsdocumentmightbecome the basisforthe nextcontest,in which
otherdeveloperscompete todesignthe system’sarchitecture,specifyingthe requiredpiecesof software and
the connections among them. Further contests are launched to develop each of the pieces separately and
thentointegrate themintoaworkingwhole.Finally,still otherprogrammerscompete tofindandcorrectbugs
in the sundry parts of the system.(…) In the great traditionof the divisionof labour,thishyperspecialization
pays off.TopCodercanoftenprovide itsclientswithdevelopmentworkthatiscomparable inqualitytowhat
theywouldget by more traditional meansbutat as little as 25% of the cost. And it managesto do this while
maintainingasatisfied,well-paidcommunityof coders.Aswe’lldiscuss,the potential quality,speed,andcost
advantages virtually guarantee that this model will become more widespread. But will its benefits be
unalloyed?Toensure thathyperspecializationisaswelcome asit is likely,we mustkeepoureyesopentoits
possible dangers.
Fast, Cheap, and Under Control
The term “hyperspecialization”isnot synonymouswithoutsourcingworktoother companiesor distributing
it to other places (as in offshoring), although it is facilitated by the same technologies. Rather, it means
breakingworkpreviouslydone byone personintomore-specializedpiecesdone byseveral people. Whether
those pieces are outsourced or distributed, their separation often leads to improvements in quality, speed,
and cost. To understandthe magnitudeof the qualitygainsthathyperspecializationmakespossible,consider
how much time youpersonallyspendontasksthat don’tdraw on your expertise andthatyou may not even
be particularlyadeptat performing.Justlike craft workersof the past, knowledge workersengage inmyriad
peripheral activitiesthat could be done better or more cheaplyby others (particularly others who specialize
in them).Projectmanagers,forexample,spenduntoldhourspreparingslide deckseventhoughfew of them
have the software facilityanddesignsensibilitiestodo that well.Some can delegate the task,whichat least
allows it to be accomplished less expensively. But imagine a service like TopCoder that could offer instant
accessto a networkof PowerPointjockeys.Imagine furtherthatsome of those remote workerswere brilliant
chart producers, others were eagle-eyed proof-readers, and still others were content experts for different
typesof presentations.(Some,forinstance,mightspecializeinsalespresentationsforofficesupplyproducts,
and others in internal project review meetings for the pharmaceutical industry.) Add an inspired graphic
designer, and there’s little doubt that the presentation would be enhanced.
Managing in a World of Hyperspecialization
In any given company, hyperspecialization might reshape the organization in many ways,from the macro to
the micro level of task assignment. Some of the tasks of a certain role might be hived off, or entire job
categoriesandprocessesmightbe upended.Managersmightfocusonlower-value-addedtasks,asthe clients
of Samasource do when they hand over data entry. Or they might see greater value in tapping world-class
expertise forhigh-endtasks.Forinstance,BusinessTalentGroupandYourEncore have networksof freelance
expertswhoprovide clientswithshort-term, high-priced,butideallyhigher-value consultation.Regardlessof
task level,capitalizing onhyperspecializationwill call fornew managerial skillsandfocus.First,managerswill
needtolearnhow bestto divide knowledge workintodiscrete,assignable tasks.Second,specializedworkers
shouldbe recruitedandthe termsof theircontributionsettled.Third,the qualityof the workmustbe ensured.
And finally, the pieces must be integrated.
7. 6 / B
Breaking down the work.
Understandinghowaknowledge-basedjobcouldbe transformedbyhyperspecializationbeginswithmapping
the tasks currentlydone bypeople holdingthatjob.Sucha map may immediatelysuggesttasksandsubtasks
that could be performed with higher quality, at greater speed, or at lower cost by a specialized resource. In
2008 the pharmaceutical giant Pfizer undertook to do just this in an initiative it called pfizerWorks. Its task-
mappingrevealedthatPfizer’smosthighlyskilledknowledgeworkerswerespending20% to40% of theirtime
on things like data entry, web research, basic spreadsheet analysis, and PowerPoint slides. The company
established a process that allowed these tasks to be off-loaded,first to a pair of Indian offshoring firms and
then also to an Ohio-based company. Critical to subdividing knowledge work is understanding the
dependenciesamongtasksanddeterminingwhethertheycanbe managedsatisfactorilyif the tasksare done
by differentpeople.A simple example:A multinational companyrecentlyreorganizeditsadministrativestaff
and considered assigning the task of making executives’ travel arrangements to a select group of
administrative assistants who couldthen become its travel specialists. In the end the companydecided that
because travel itinerariesimpinge directly on the scheduling of other meetings (andon family birthdays and
anniversaries),itwasmore efficienttoleave thistask withthe administrative assistantswhoworkeddirectly
with the executives.
Recruiting workers and assigning tasks.
To complete hyperspecializedtasks,companiescanuse internal employees,developdedicatedrelationships
withexternalsuppliers,orrelyonintermediaryfirmsthatlinkclientswithcommunitiesof specializedworkers.
One large U.S.technologycompanyuseditsownstaffwhenitexperimentedwithhyperspecializingitsinternal
software-development process. PfizerWorks relied on a small number of dedicated outsourcing companies.
The T-shirt maker Threadless created its own community of workers to design and critique its products.
Hyperspecialization will require most managers to learn to work with the kinds of dedicated intermediaries
that have sprung up in recent years to provide access to pools of skilled labour. (See the exhibit “The New
Brokers of Work.”) Much as “cloud computing” services offer on-demand access to computer capacity and
storage space, these firms offer “crowd computing”—on-demand access to large groups of appropriately
specialized workers.
Quality control.
One way to ensure the quality of hyperspecialized work is to do what most companies do before they hire
employees:checkcredentials.Some project-basedintermediaries,includingoDeskandGuru.com, stillrelyon
this approach. But over the past decade several new approaches have emerged.
Payingbasedon an outcome is one.For instance,whena contestis heldon InnoCentive,the clientdoesnot
pay until a solutiontothe problemhasbeendeveloped.Usersof Mechanical Turk don’tpay unlessthe work
meets an acceptable level of quality. Another approach is to have multiple workers complete the same task
and use only results that are replicated. A related method is to mix real tasks with test tasks for which the
correct answer is already known.The intermediary CrowdFlower rejects contributions from people who get
its test tasks wrong. Still another approach is to have one group of workers do the tasks and another group
rate the outputs.
Good News, Bad News
Hyperspecialization offers significant advantages for companies, workers, and society. But it has a potential
dark side, which must be addressed. Although many of these advantages and disadvantages also occur with
the outsourcing and distribution of work, they arise in specific ways with hyperspecialization.
8. 7 / F
Tomás Pinto– CollaborativeConsumptionandthe ChangingParadigm of the Worldof Work
The promise.
Hyperspecialization offers both workers and companies much more flexibility than traditional employment
arrangementsdo.Individualscanoftenworkwhereandwhentheychoose.AgentsforLiveOps,whichprovides
call centre outsourcing,findthisflexibilityveryattractive,because itallowsthemtooperate fromhome and
makesiteasiertobalance workwithpersonal responsibilities.Andthe autonomyworkersfeel whentheycan
choose theirown assignmentshasa strong appeal.Forcompanies,hyperspecializationallowscapacityto be
rampedup and downveryrapidly.Inthe wake of Hurricane Katrina,the Red Crosshotline wasoverwhelmed
with calls from people offering to contribute or volunteer.
Hyperspecialization can also ameliorate the skills mismatch that plagues many national labor markets. Even
with today’s high rates of unemployment, companies around the world find it increasingly difficult to hire
certainkey employees,suchas salesrepresentatives,engineers,andaccountants.These shortagesmightbe
alleviatedbyredefiningjobssothat,forexample,skilledaccountantscoordinatedthe workof hyperspecialists
doing the lower-skilled aspects of the job.
People who face barriers in traditional job markets might benefit from hyperspecialization as well. At web-
enabled intermediaries, workers are typically judged by what they produce—not by résumés, prior
experience,orreferences.Thiscanbe liberatingforyoungpeople lookingfora firstbreak,seniorsseekingto
stay connected to the work world, or those who risk discrimination in face-to-face workplaces. Pearl
Interactive Network, an Ohio-based company that performs outsourced tasks for pfizerWorks, primarily
employs people with disabilities.
At web-enabled intermediaries, workers are typically judged by what they produce—not by résumés, prior
experience, or references.
Hyperspecialization alsoprovides virtual labour mobility for people who live in developing countries. Wages
inadvancedeconomiescanexceedthoseinsome emergingnationsbyasmuchasa factorof eight.Beingable
to undertake small tasks on sites like Samasource and txteagle can thus significantly improve the economic
standing of workers in, say, Africa and South Asia.
ThomasW. Malone,RobertLaubacher andTammy Johns,The BigIdea:The Age of Specialization,Harvard
BusinessReview,July-August2011
“Coffice” – A funny example
Name: The coffice.
Age: As old as free Wi-Fi.
Appearance: Half coffee shop, half office. Hence the name.
Just a few words in and you've already lost me. It's where all the
cool kidswork.Ratherthancommutingtoa boringoldoffice,they
take theirlaptopstotheirlocal StarbucksorCosta,where theycan
yap into their mobiles,hog the tables and wreck the atmosphere
for anyone who justwants an espressoand a read of the papers?
Well, yeah. But they can also surf the net, check their emails and
access their Google Drives. Is this another puff piece for the
Guardian's "achingly trendy" Shoreditch-based coffee shop? No.
This is a piece about the changing face of work, as described by
NicolaMillard.She's afuturologistforBT. A whatologist?She ispaidtoadvise BTanditsbigcustomersonhow
working life will change over the next few years. She prefers to call herself a "soonologist". She's joking, of
9. 8 / B
course?One canonlyhope so,thoughone of herpeersdoescall himselfa"trendDJ".Millard'sfavourite place
to work, she says, is somewhere with a bit of a life but no colleagues to distract her. "My four criteria for
working,"she says,"are thatI needgoodcoffee,Ineedgoodcake,Ineedgreatconnectivity –the Wi-Fi wings
to flyme intothe cloud –andI needcompany." That'sall veryinteresting…Butwhatdoesitmeanforthe rest
of us?Precisely.Notmuchif you're stackingshelvesorchangingoldpeople'sincontinence pads.Butif you're
a "knowledge-based"worker,Millardpointsout,all youneedformostof the time is aphone,acomputerand
an internetconnection.Thiscouldbe inyourlocal cafe – or itcouldbe inyourhome."There isnoreasonwhy
knowledge workers shouldn't all be working flexibly in five years' time," per Millard. How much does a
futurologist earn? I too have a gift for stating the obvious. It's not obvious to everyone. Just last year the
internet giant Yahoo! banned its executives from working at home. Being "one Yahoo!", apparently, "starts
with being physically together". I think I'm going to be physically sick. I've got a better idea. Let's go to the
pubfice.
Don't say: "I'm working late."
Do say: "I'll be working on latte."
Currency of Trust
Conventions of how trust is built,managed, lost and repaired – in brands, leaders,and entire systems are
beingturned upside down.Technology iscreating new mechanisms that are enablingus to trust unknown
people, companies and ideas. Think Airbnb, Tinder and Bitcoin. At the same time, trust in institutions is
fading. A shift is underway from the 20th century defined by ‘institutional trust’ towards the 21st century
that will be defined by ‘distributed trust’ across huge networks of people, organizations and intelligent
machines. According to the concept of collaborative consumption, it guides us also towards a shift from
a consumerist and capitalist 20th century into a new way of consuming, where people consume “to get to
know the Joneses”.Using webservices, the fact that consumers evaluate workers based on their product,
on a direct basis, creates (or either, recreates) a long-lost sense of humanity. This way, reputation is our
most important asset, it is the socioeconomic lubricant that makes collaborative consumption work and
scale.
I believe thatwe are at the startof a collaborative revolution that will be as significant as
the Industrial Revolution. In the 20th century, the invention of traditional credit
transformed ourconsumersystem,and in many wayscontrolled who had accessto what.
In the 21st century, new trust networks, and the reputation capital they generate, will
reinvent the way we think about wealth, markets, power and personal identity, in ways
we can't yet even imagine.
- Rachel Botsman
Conclusion
As a whole,“the worldof work”isan astoundingandcomplex topic,andpredictingitsfuture andthe change
in flows we will see, it is safe to say collaborative consumption and hyperspecialization are just two of the
trendsthe future separates usfrom.Manyothers,likerobotics andprogressivemechanization,will alsosurely
be as or even more important. Still, unquestionably, this is a topic that deservesour attention,being a very
interesting matter of study, exploring an underlying consequence of our further digitalization of the
workplace.
Looking in retrospect to this assignment, I can only see it as the perfect way to elevate the way work is put
intoperspective,disruptinganypreviousideasonthe conceptof future work,andbringingamore humanized
societyintothe forefrontof priorities.Thisissurelyanalmostutopicconcept,believingthegoodnessinpeople
10. 9 / F
Tomás Pinto– CollaborativeConsumptionandthe ChangingParadigm of the Worldof Work
and their capacity to, moved by their own interests, create a decentralized economy that puts sharing and
common interest above all. Reaching this conclusion, it is now safe to say that, most of all, the way future
work will developcanonlybe due to students,andthe values,qualitiesandskillsetstheydevelop.Andso,it
promotes the importance of quality education and teachers that push their students further and further,
making them always better.