Download to read offline
![“Just today, the guy who drives the car I take to go to
the airport [said that he] does this job because his
last blue- collar job disappeared from automation.
Driverless cars displace him. Where does he go?
What does he do for society? The gaps between the
haves and have-nots will grow larger. I'm reminded of
the line from Henry Ford, who understood he does no
good to his business if his own people can't afford to
buy the car.”
Nilofer Merchant, author of 11 Rules for Creating Value in the
Social Era](https://image.slidesharecdn.com/21stcentdemandstgalum-160519172131/85/Leading-into-the-Future-Demands-27-320.jpg)
Uploaded byTerri Griffith
Leading into the Future: Demands
The document presents insights from Professor Terri Griffith on the demands placed on 21st-century organizations, emphasizing the need for agile and connected organizational designs. It discusses the impact of automation and AI on job displacement and the necessity for ongoing adaptation and learning within the workforce. The focus is on leveraging human, technical, and organizational resources to meet these evolving challenges.
More Related Content
Similar to Leading into the Future: Demands
More from Terri Griffith
Leading into the Future: Demands
- 1. Leading Into theFuture Prof. Terri Griffith, Ph.D. t@terrigriffith.com @TerriGriffith
- 3. 3 Workbook Slides slideshare.net/terrigriffith More than aFoundation Transparency/Expectations
- 7.
- 8. Demands Designing an Agile,Connected Organization Leading Scanning the Future
- 9. Future-Proofed Innovation 2: Org Design Model 3:Iterative Negotiated Approach 4: Experiment To Refine 1: Organizational Demands --- Possibilities
- 10. More than aFoundation 2: Org Design Model 3: Iterative Negotiated Approach 4: Experiment To Refine 1: Organizational Demands --- Possibilities
- 11. Demands on 21st CenturyOrganizations
- 12. What was themost surprising pressure (or demand for change) from earlier in the week? …from your own organization?
- 14. //www.millennialinc.com/Millennial_Inc_PRINTPDF.pdf “The average 26-year-old…changed jobs an astounding seven times from age 18, in search of something more.”
- 16. Ones I’m seeingmore often:
- 18. It’s as ifstudents flatlined after their “terminal” degree. Current Situation (Traditional Degrees)
- 19.
- 20.
- 21. Global Online WorkReport http://elance-odesk.com/online-work-report-global
- 22. Digital Life in2025 AI, Robotics, and the Future of Jobs Pew Research Internet Project
- 23. A Moment ofMindfulness…
- 24. 24http://www.pewinternet.org/2014/08/06/future-of-jobs/ Robots & DigitalAgents Will Displace More Jobs Than They Create Agree Disagree
- 25. 25http://www.pewinternet.org/2014/08/06/future-of-jobs/ Robots & DigitalAgents Will Displace More Jobs Than They Create Agree Disagree
- 26. “The effects willbe different in different economies (which themselves may look different from today’s political boundaries). Driven by revolutions in education and in technology, the very nature of work will have changed radically—but only in economies that have chosen to invest in education, technology, and related infrastructure. Some classes of jobs will be handed over to the ‘immigrants’ of AI and Robotics, but more will have been generated in creative and curating activities as demand for their services grows exponentially while barriers to entry continue to fall. For many classes of jobs, robots will continue to be poor labor substitutes.” JP Rangaswami, chief scientist for Salesforce.com
- 27. “Just today, theguy who drives the car I take to go to the airport [said that he] does this job because his last blue- collar job disappeared from automation. Driverless cars displace him. Where does he go? What does he do for society? The gaps between the haves and have-nots will grow larger. I'm reminded of the line from Henry Ford, who understood he does no good to his business if his own people can't afford to buy the car.” Nilofer Merchant, author of 11 Rules for Creating Value in the Social Era
- 28. 2014 CIO AgendaReport
- 29.
- 30. Trying to Avoid theChallenges of 19th Century Management
- 31. Straight Application ofNew Technologies Does Not Lead to Productivity Growth Erik Brynjolfsson & Andrew McAfee
- 32. Racing With, NotAgainst, Machines Erik Brynjolfsson & Andrew McAfee
- 34. Future-Proofed Innovation 2: Org Design Model 3:Iterative Negotiated Approach 4: Experiment To Refine 1: Organizational Demands --- Possibilities
- 35. Creating Focus forNext Sessions Workbook
- 36. 36 1.Rate Individually 2.Post-It with3 Demands & Rating 3.Post in Team Cluster on Wall 4.Discuss with Your Team Artificial Intel -8 Crowd Work +5 Cross Cult -7
- 37. Our Goal: Designing 21stCentury Organizations Using all our human, technical, and organizational resources
Editor's Notes
- #2 21st Century Course What are the dimensions of a future focused executive education experience? Transparency Sharing and gaining value from diverse experiences Developing frameworks on the fly – working with other people – and we’ll be doing that each time we break into teams Face to face to create relationships, but then building on those relationships over time.
- #5 Associate Dean, Leavey School of Business, Santa Clara University – heart of the Silicon Valley. Organizational design and Innovation courses Author of The Plugged-In Manager Advisory Board member: Payable, GeoPogo
- #6 I believe in a personal connection to innovation.
- #7 Caused me to move back to the Silicon Valley where I’m happy to say many of the organizations also believe in transparency and sharing. I’ll be sharing some of their experiences with you.
- #8 The red thread running through the week
- #9 Our time together
- #12 This is the segment that gives us the energy to focus on designing, leading, and the future organization
- #13 What was the most surprising pressure (or demand) from earlier in the week? Why are we looking at redesigning our organizations now?
- #15 Let’s break this one down… What pressure does this put onto organizational design?
- #17 What was the most surprising pressure (or demand) from earlier in the week? Why are we looking at redesigning our organizations now?
- #18 “Chapel Hill, N.C. – January 17, 2014: Medical software device startup, REALTROMINS, Inc., today announced it has developed and is commercializing a new family of medical devices to help critically ill and hospitalized children at the University of North Carolina at Chapel Hill. This new technology has been further advanced and enabled by running on IBM’s advanced InfoSphere Streams software.” http://www.realtromins.com/ Augmentation with Big Data https://www.youtube.com/watch?v=ZiqY7p1v950
- #19 It’s as if we thought students “flatlined” after their “terminal” degree.
- #20 Changing jobs, changing careers, changing technology “Nano degrees.” Laura Tyson, Chairman, President's Council of Economic Advisors; Boards of AT&T Inc.; Morgan Stanley; CBRE Group Inc.; Silver Spring Networks
- #21 http://www.mckinsey.com/insights/employment_and_growth/connecting_talent_with_opportunity_in_the_digital_age
- #22 http://elance-odesk.com/online-work-report-global
- #23 http://www.pewinternet.org/2014/08/06/future-of-jobs/ 25th anniversary of the creation of the World Wide Web by Sir Tim Berners-Lee
- #25 http://www.pewinternet.org/2014/08/06/future-of-jobs/
- #26 http://www.pewinternet.org/2014/08/06/future-of-jobs/
- #27 http://www.pewinternet.org/2014/08/06/future-of-jobs/
- #28 http://www.pewinternet.org/2014/08/06/future-of-jobs/
- #29 http://www.gartner.com/imagesrv/cio/pdf/cio_agenda_insights2014.pdf
- #31 Luddites protested against human labor-saving textile machinery from 1811 to 1817 – social context of economic downturn
- #34 Stop after productivity – People Technology & Organizational Design 3:18 Stop after Watson & Machine Learning – The singularity 4:20 Free style chess equivalents in your industry? It’s about working with the human, technical and organizational dimension. No silver bullets. …and that brings us to design http://www.ted.com/talks/erik_brynjolfsson_the_key_to_growth_race_em_with_em_the_machines
- #39 http://www.flickr.com/photos/yto/6008588712/ It’s about working with the human, technical and organizational dimension. No silver bullets. …and that brings us to design