Future of Work Windsor - 29 02 2012

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A talk given on the future of work looking in particular at the emerging changes and implications for the knowledge based industries. Takes a view that the new models may already existing in the media sector but translating them into others requires change in the way individuals participate in projects and how organisations take a role

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Future of Work Windsor - 29 02 2012

  1. 1. The  Future  of  Work  –  28:02:12  
  2. 2. Ac.ve  Elderly   Future  of  Work   A  healthier  older  genera.on  increasingly  engage  in  more  ac.ve   lives  and  have  extended  careers  -­‐  but  in  order  to  manage  the   dependency  ra.os,  how  can  we  all  be  twice  as  produc.ve?  
  3. 3. Differen.ated  Knowledge   Future  of  Work       As  informa.on  is  shared  globally  and  insight  is   commodi.zed,  the  best  returns  go  to  those  who    can  produce  non-­‐standard,  differen.ated  knowledge  
  4. 4. Corporate  LEGO   Future  of  Work   With  more  free  agents  and  outsourcing,  non-­‐core     func.ons  within  organisa.ons  are  interchangeable     and  easily  rebuilt  around  value-­‐crea.ng  units    
  5. 5. Migra.on  Magnets   Future  of  Work   Immigra.on  is  part  of  economic  development  strategies     and,  especially  in  low  fer.lity  economies,     na.ons  posi.on  themselves  to  aJract  migrants  
  6. 6. Access  to  Talent   Future  of  Work   Matching  available  talent  to  the  right  projects  will  rise     as  a  global  issue  across  an  increasing  range  of  regions  and   sectors  both  at  the  top  and  boJom  of  the  social  pyramid  
  7. 7. Centralized  Produc.on   Future  of  Work   Many  organisa.ons  will  remain  in  a  centralized  world     of  mass  produc.on  of  physical  product  where  managing   complex  systems  is  the  dominant  competence  
  8. 8. PWWO  meets  PWE   Future  of  Work     Within  the  knowledge  world,  the  challenge  of  linking  the  ‘projects  worth  working  on’  to  the  ‘people  worth  employing’   will  finally  become  the  differen.a.ng  capability    
  9. 9. Some  Ques.ons   Future  of  Work   •   If  big  companies  are  ge=ng  smaller,  what  remains  inside?   •   What  is  the  role  of  the  future  CXO  team?     •   How  will  the  future  ‘employee’  become  part  of  a  project?   •   What  will  be  the  incenKve  for  people  to  be  part  of  it?     Perhaps  the  answers  may  already  exist  in  the  media  sector?  This  raises  a  number  of  key  ques.ons  for  organiza.ons  and   individuals  looking  to  operate  in  the  future  world  of   knowledge  based  work  that  may  involve  up  to  1bn  of  us  
  10. 10. Companies  as  Studios   Future  of  Work     Companies  may  shed  all  non-­‐core  capability  with  the  vast  majority  of  ac.vi.es  being  done  by  independent  teams  and   free  agents  realizing  a  project  that  the  company  releases    
  11. 11. The  CXO  as  Producer   Future  of  Work      Leadership  teams  will  increasingly  become  producers  who   choreograph  the  external  talent,  direc.on,  cast,  funding,   distribu.on  and  value  sharing  from  the  final  product  
  12. 12. Individual  Control   Future  of  Work     Rising  to  the  top  of  the  available  talent  pool  for  selec.on   drives  the  individual  to  self-­‐manage  their  exper.se,   reputa.on  and  iden.ty  so  they  are  offered  the  project  
  13. 13. Mo.va.on  and  S.mulus   Future  of  Work     For  those  with  the  talent,  the  connec.ons,  the  reputa.on   and  the  drive,  mo.va.ons  will  be  mul.ple  while,    for  others,  a  single  purpose  may  rise  above  all  others  
  14. 14. Implica.ons   Future  of  Work  Increasingly  decentralized,  (virtual)  self-­‐managing  and  semi-­‐ autonomous  communi.es  created  on  the  basis  of  trust  and   shared  value  crea.on  will  work  together  to  deliver  projects    
  15. 15. Implica.ons   Future  of  Work   •   Different  educaKonal  focus  that  readies  us  for  porOolio  careers   •   Different  reward  systems  that  accommodate  flexible  contribuKon   •   Wider  acceptance  of  an  increasingly  blurred  work-­‐life  balance   •   Changing  role  of  the  organisaKon  not  as  an  employer  but  as:         §     A  brand  worth  working  with   §     Access  to  a  talent  pool   §     A  social  hub  and  contract   §     A  catalyst  for  ac7on     Preparing  people  and  organisa.ons    for  this  world     needs  both  evolu.on  and  revolu.on  of  some     of  the  core  elements  of  the  overall  system  
  16. 16. Sharing  Insight  –  Challenging  Assump7ons  –  Inspiring  Change    7m.jones@futureagenda.org  +44  780  1755  054  

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