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The Future of Work: A Manifesto

The Future of Work: A Manifesto | Future of Work | Scoop.it

This manifesto is about the future of work in a post-­Cluetrain world. This manifesto is also about an emerging ideology of business, where people are at the center of a human ecosystem instead of boxed into a mecha­nical system.

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Chris Shern's curator insight, January 16, 2014 2:54 AM

"The future is here - it is just unevenly distributed" - Maddie Grant

David Hain's curator insight, January 21, 2014 5:21 AM

Ecosystems, not mechanistic tradition, will be the way of the future.

Tom Algeo's curator insight, February 5, 2014 10:59 PM

It is a long list but may be worth considering for research in a wholistic and contemporary way by the organization/ HRM scholars.

Future of Work
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The Future of Jobs

The Fourth Industrial Revolution is interacting with other socio-economic and demographic factors to create a perfect storm of business model change in all industries, resulting in major disruptions to labour markets.

 

Kenneth Mikkelsen's insight:

New categories of jobs will emerge, partly or wholly displacing others. The skill sets required in both old and new occupations will change in most industries and transform how and where people work. It may also affect female and male workers differently and transform the dynamics of the industry gender gap. The Future of Jobs Report aims to unpack and provide specific information on the relative magnitude of these trends by industry and geography, and on the expected time horizon for their impact to be felt on job functions, employment levels and skills.

 

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A World without Work?

A World without Work? | Future of Work | Scoop.it

 

The Fourth Industrial Revolution is upon us. How will it affect our jobs? 

 

The economist John Maynard Keynes predicted that by 2030 we would only work three hours a day because machines would be doing our jobs for us. However, he also recognised that work gives our lives meaning and brings stability to societies. So the question above is much bigger than “are we going to be unemployed?” It’s also about how technological progress will revolutionize the world of work. 

 

Meanwhile, we are living longer, healthier lives, which – with the spending power of those over the age of 60 expected to rise to $15 trillion by 2020 - is an opportunity for economies.

Kenneth Mikkelsen's insight:

How will rapid technological progress and the prospect of longer, healthier lives revolutionize work?

 

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Alphanought Design's curator insight, January 21, 8:19 AM

 

I think I could keep myself entertained the world is full of so much to learn it would be amazing to have the time to learn it I think I could keep myself entertained the world is full of so much to learn it would be amazing to have the time to learn it 

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How The Generation Born Today Will Shape The Future Of Work

How The Generation Born Today Will Shape The Future Of Work | Future of Work | Scoop.it

Longer life expectancies and changing demographics mean potential clashes between more generations in the workplace.

Kenneth Mikkelsen's insight:

By 2020, 40% of the population will be racial minorities, and more than half of the population under 18 will be racial minorities, adding that by 2023, whites will total less than half of the U.S. population under 30. Overall, this new minority demographic is estimated to comprise 56% of the total U.S. population by 2060, compared with 38% in 2014, as reported by NPR.

 

What this all means from a workforce perspective is that as baby boomers filter out of jobs into retirement and gradually lose their social and business-oriented dominance, jobs will need to be filled within the hierarchy of business and industry by younger, exceedingly multiracial workers.

 

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What the rise of the freelance economy means for the future of work

What the rise of the freelance economy means for the future of work | Future of Work | Scoop.it

With the right institutions and policies in place, it could become more viable for people to choose a freelance career path. Workers in many fields are becoming free agents in digital marketplaces, for better and for worse.

 

 

Kenneth Mikkelsen's insight:

As digital marketplaces offer individuals new avenues for generating income, their numbers could grow sharply in the decade ahead. These platforms are creating flexible opportunities for individuals who want to be free agents, but they are raising real concerns about the insecurity associated with the so-called "gig economy."

 

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Five Ways Work Will Change in the Future

Five Ways Work Will Change in the Future | Future of Work | Scoop.it

A peek into a world where your boss is tracking you, your neighbour is a robot, and it’s cool to be old… employment, but not as we know it.

 

Kenneth Mikkelsen's insight:

The way we are working is changing fast and traditional career paths look less and less relevant. This story is part of The Guardian's series on the future of work that  examine emerging models and ask what's to celebrate, what's to fear.

 

This article looks at five trends: 

 

1 | Workplace structures

2 | Artificial intelligence

3 | The human cloud

4 | Workplace monitoring

5 | The end of retirement

 

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6 Ways Work Will Change In 2016

6 Ways Work Will Change In 2016 | Future of Work | Scoop.it

Large organizations today are under greater threat of disruption, requiring early adoption and a heightened awareness of the surrounding business environment.


Here are some of the workplace trends that are expected to have far-reaching effects in 2016, from the boardrooms of Fortune 500 companies to the home offices, cafes, and coworking spaces of the freelance economy.


Kenneth Mikkelsen's insight:

Workplace trends for 2016 will be set in large part by what's happening in the freelance world right now.

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Borges’ Map: Navigating a World of Digital Disruption

Borges’ Map: Navigating a World of Digital Disruption | Future of Work | Scoop.it

Digital disruption is not a new phenomenon. But the opportunities and risks it presents shift over time. Competitive advantage flows to the businesses that see and act on those shifts first. We are entering the third, and most consequential, wave of digital disruption. It has profound implications not only for strategy but also for the structures of companies and industries. Business leaders need a new map to guide them. This article explains the factors underlying these disruptive waves, outlines the new strategic issues they raise, and describes a portfolio of new strategic moves that business leaders need to master.


Kenneth Mikkelsen's insight:

Three distinct waves of digital disruption are transforming strategy. Changing information economics enable new strategies - as well as radically new structures for businesses and industries.


In the first wave of the commercial Internet, the dot-com era, falling transaction costs altered the traditional trade-off between richness and reach: rich information could suddenly be communicated broadly and cheaply, forever changing how products are made and sold.


In the second wave, Web 2.0, the important strategic insight was that economies of mass evaporated for many activities. Small became beautiful. It was the era of the "long tail" and of collaborative production on a massive scale. Minuscule enterprises and self-organizing communities of autonomous individuals surprised us by performing certain tasks better and more cheaply than large corporations.


Now we are on the cusp of the third wave: hyperscaling. Big - really big - is becoming beautiful. At the extreme—where competitive mass is beyond the reach of the individual business unit or company - hyperscaling demands a bold, new architecture for businesses.


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How The Internet Of Things Is Changing Work

How The Internet Of Things Is Changing Work | Future of Work | Scoop.it

The IoT world will have so much data coming in from so many sources that the challenge will be in making any sense of it at all.


Kenneth Mikkelsen's insight:

Here's how technologists think the world of IoT will change the workplaceand how it's already changing how we do business today.


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Work is situational

Work is situational - What's The Future of Work? - Medium

We live in an age of simplistic explanations. We build simple systemic models to guide us. As a result, both our sense making and our decisions are built on an inadequate appreciation of the complex systems we are part of.


Kenneth Mikkelsen's insight:

A fine piece by Esko Kilpi. I highly recommend reading it. You should follow Esko on Twitter here: @EskoKilpi

 

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Ron McIntyre's curator insight, October 9, 2015 11:52 AM

Some interesting insights, especially around the idea of simplistic explanations.  Just had this conversation yesterday.

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Re-imagining the Future of Work

How do you widen the aperture in your lens of work to see a bigger future for yourself? The future of work reveals that we are living longer and need a new model for how to integrate learning, working, and time to re-energize with family and friends. Learn the science behind why we may be stuck in the old model of work and how to move to an integrated life of work and play.


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The way we think about work is broken

The way we think about work is broken | Future of Work | Scoop.it

What makes work satisfying? Apart from a paycheck, there are intangible values that, Barry Schwartz suggests, our current way of thinking about work simply ignores. It's time to stop thinking of workers as cogs on a wheel.


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Ron McIntyre's curator insight, September 14, 2015 7:56 PM

Even though this is a year old there are some great insights in this TedTalk worth understanding in our day to day world.

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Rethinking Work

Rethinking Work | Future of Work | Scoop.it
Is it human nature to hate your job? On the contrary.
Kenneth Mikkelsen's insight:
When employees have work that they want to do, they are happier. And when they are happier, their work is better, as is the company’s bottom line.This is admittedly not news. But that only raises a deeper question: In the face of longstanding evidence that routinization and an overemphasis on pay lead to worse performance in the workplace, why have we continued to tolerate and even embrace that approach to work?
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dominique turcq's curator insight, September 2, 2015 4:59 AM

Human nature loves to work, why don't we like to recognize it? Are we afraid of being exploited ? But the two debates should be separated: work and pay do not have to be always connected in the same way. There are plenty of possible relations between the two.

Stephen Dale's curator insight, September 2, 2015 8:40 AM

From the article: "Work that is adequately compensated is an important social good. But so is work that is worth doing. Half of our waking lives is a terrible thing to waste". Is your work worthwhile?

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Networks and the Nature of the Firm

Networks and the Nature of the Firm - What's The Future of Work? - Medium

The discussion around companies like Uber and Airbnb is too narrow. The issue isn’t just employment, but a huge economic shift led by software and connectedness.


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Artificial Intelligence and the Future of Work

Artificial Intelligence and the Future of Work | Future of Work | Scoop.it

Automation will come both from advanced robotics in manufacturing and from computerization of complex analytical tasks. While this will be a boon for those companies’ bottom lines, it will likely be disastrous for existing or prospective employees if other avenues for employment don’t manifest. 


Kenneth Mikkelsen's insight:

Almost half of all jobs in the Western world (47%) could be automated by computers within the next two decades according to The Economist and researchers from the University of Oxford’s Martin Programme on the Impacts of Future Technology.


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Will Advances in Technology Create a Jobless Future?

Will Advances in Technology Create a Jobless Future? | Future of Work | Scoop.it

We’re in the midst of a jobs crisis, and rapid advances in AI and other technologies may be one culprit. How can we get better at sharing the wealth that technology creates?


Kenneth Mikkelsen's insight:

If it’s difficult to quantify the effect of today’s technology on job creation, it’s impossible to accurately predict the effects of future advances. That opens the door to wild speculation.


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A World Without Work

A World Without Work | Future of Work | Scoop.it

For centuries, experts have predicted that machines would make workers obsolete. That moment may finally be arriving. Could that be a good thing?


Kenneth Mikkelsen's insight:

What does the “end of work” mean, exactly?


After 300 years of people crying wolf, there are now three broad reasons to take seriously the argument that the beast is at the door: the ongoing triumph of capital over labor, the quiet demise of the working man, and the impressive dexterity of information technology.


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Narratives for the Future of Working

We need radically new stories to create the planetary culture we want to live and work in.


Most of our current political, social and socio-economic systems will no longer provide feasible solutions in the future.


We can no longer rely on old narratives and cannot simply adjust to the new times.


We need radical new approaches to creating meaningful activity for the quickly growing population on this planet.


Read more here: http://philiphorvath.com/thoughts-on-narratives-for-the-future-of-working. 

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Stephen Dale's curator insight, June 24, 2015 5:10 AM

How would you add value in a future where you didn’t have to work?

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What Knowledge Workers Stand to Gain from Automation

What Knowledge Workers Stand to Gain from Automation | Future of Work | Scoop.it

Workplaces will naturally gravitate toward teams of humans and robots working together to accomplish goals, each assigned the tasks for which they are ideally suited.


Kenneth Mikkelsen's insight:

Contrary to today’s worst fears, robotics could facilitate the rise, not the demise, of the knowledge worker.


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After Robots Take Our Jobs, This Is What the Economy Will Look Like

After Robots Take Our Jobs, This Is What the Economy Will Look Like | Future of Work | Scoop.it

No matter what kind of work you're in, from accounting to bartending, there's some technology, data or machine learning company trying to figure out how to automate or simplify the process.


Kenneth Mikkelsen's insight:

Imagine a world where humans are paid just for being alive.


The idea of a universal, base income provided to all people without conditions is as old as the enlightenment, and even Martin Luther King Jr. once said that a "guaranteed income" could be a simple solution to permanently abolish poverty.


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No Time to Be Nice at Work

No Time to Be Nice at Work | Future of Work | Scoop.it

Rudeness and bad behavior have all grown over the last decades, particularly at work. How we treat one another at work matters. Insensitive interactions have a way of whittling away at people’s health, performance and souls.



Kenneth Mikkelsen's insight:

Bosses produce demoralized employees through a string of actions: walking away from a conversation because they lose interest; answering calls in the middle of meetings without leaving the room; openly mocking people by pointing out their flaws or personality quirks in front of others; reminding their subordinates of their “role” in the organization and “title”; taking credit for wins, but pointing the finger at others when problems arise. Employees who are harmed by this behavior, instead of sharing ideas or asking for help, hold back.




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Roy Sheneman, PhD's curator insight, July 6, 2015 9:59 AM

No excuse for rude behavior

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The Future Of Work And Our Social Compact

The Future Of Work And Our Social Compact | Future of Work | Scoop.it

Today’s life path requires us to learn more new things than a traditional education can possibly prepare us for. This is why we often see employee education and development programs appear in organizations to not only build contextual knowledge but also prepare people for changing roles. However, given the average tenure of jobs around 3.5 to 4 years, we should also consider the reality of voluntary and involuntary unemployment. The speed of knowledge becoming outdated and replaced is the other sword of Damocles over the traditional life path.


Kenneth Mikkelsen's insight:

We all need to be prepared to move more frequently through being in states of safety, learning and contributing. The implications are significant.


This implies that we should be spreading our education models in between periods of work, rather than lock ourselves in fixed multiyear education programs.


This also implies we shouldn’t simply save for retirement, but for periods of unemployment. We would need healthcare, liability and other insurances that lives with us, rather follow where we are employed. Our basic model of the social compact today would require a significant overhaul to support this alternative life path.


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Re-imagining the Future of Work

Re-imagining the Future of Work | Future of Work | Scoop.it

Imagine that it’s 2025 and the world of work has changed. Today, we do labour out of passion, not obligation. Nobody has a low-paid job or has to balance multiple jobs just to make rent. Work gives us meaning and direction, but it does not define who we are. The three day working week means we have time to spend with friends and family, to contribute to our communities and have a say in how society in run.



Via jean lievens
Kenneth Mikkelsen's insight:

An extract from Resist! Against a precarious future, a new book on young people and politics. 


Buy the book or download a free PDF copy here: http://www.lwbooks.co.uk/books/archive/resist.html.

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Ron McIntyre's curator insight, May 5, 2015 11:43 AM

Some great insights in this but remember it is IBM centric. Well worth reading for all leaders.

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The Cult of Work You Never Meant to Join

The Cult of Work You Never Meant to Join | Future of Work | Scoop.it

Are our most valuable qualities being exploited at work? How our strengths get twisted into forming bad habits that — if we don’t change fast — just might kill us.


Kenneth Mikkelsen's insight:

A fine story about the Overkill Cult by Jason Lengstorf.


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Ivon Prefontaine's curator insight, January 22, 3:02 PM

These is a very interesting article. If we engage in our work in a mindless manner, can we be creative and innovative?

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Future of Work: Culture

The explosion of new technologies, mass adoption of social channels, ubiquity of mobile and connectivity, and proliferation of devices continue to drive massive transformation, but at what cost? How can large organizations collaborate, integrate, and innovate quickly enough to survive at the speed of their customers? What are the questions we could or should be asking to really make changes for work that make sense?

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Workforce 2020: The Looming Talent Crisis

The importance of people management is not reflected in the C-suite and boardroom. Many companies lack the culture and tools they need to engage employees, track their performance, and measure the effectiveness of HR initiatives. 


Kenneth Mikkelsen's insight:

Preparing for the 2020 workforce is critical to business strategy, growth, and performance. To understand the challenges and opportunities, Oxford Economics and SAP surveyed over 2,700 executives and more than 2,700 employees in 27 countries during the second quarter of 2014. 


Here are the key findings from the survey: 


The New Face of Work

Businesses must understand the workforce of the future and its importance to bottom-line success.


The 2020 Workforce will be increasingly flexible.

  • 83% of executives surveyed said they plan to increase use of contingent, intermittent, or consultant employees in the next 3 years forcing change on companies.


The 2020 Workforce will be increasingly diverse.

  • HR management will need to become more evidence-based to deal with these realities.


A lack of metrics and tools keeps HR from developing strategies for building the future workforce.

  • Most lack sufficient data on their strengths and vulnerabilities, and do not use quantifiable metrics and benchmarking in workforce development.
  • Only 42% say they know how to extract meaningful insights from the data available to them.

As a result, companies are not making progress toward meeting their workforce goals.
  • Nearly one-fifth of executives say they have made slight progress; 47% say they have made moderate progress; and just 33% say they have made good or significant progress.

HR too often lacks the information or insights to be truly strategic.
  • HR often works with the C-suite but does not drive board-level strategy.

  • Companies are executing on operational plans but lack strategic vision for the workforce.

The Millennial Misunderstanding

Millennials are different, but not as different as companies think.


Several myths about Millennials are challenged by the research, including:

  • Millennials care more about making a positive difference in the world through work.

  • Achieving work/life balance is more important to Millennials.

  • Finding personal meaning in their work is more important to Millennials.

  • Meeting income goals is less important to Millennials as long as they are learning and growing.

Millennials do need be managed differently, in terms of feedback and development.
  • Millennials rely more on formal training and mentoring to develop their skills.
  • Millennials want informal feedback from their managers 50% more often than older peers.


What Matters Most at Work

Companies do not understand what their employees really want from them.

When it comes to satisfied employees, compensation matters—a lot.

  • The most important attraction and retention benefit for employees is compensation.

  • Only 39% of executives say their company offers competitive compensation; other corporate offerings often fail to match up with employee preferences.

  • Just 39% of survey respondents say they are satisfied with their job overall.


Executives value loyalty more than job performance.

  • Despite this preference, they are not focused on effective ways to engender loyalty.

  • Employees have a distorted view of the qualities their bosses deem most important. The top three attributes executives want in employees are a high level of education and/or institutional training (33%), loyalty and long-term commitment 32%), and the ability to learn and be trained quickly (31%). The top three attributes employees think their leadership desire are the ability to learn and be trained quickly (34%), loyalty and long-term commitment (31%), and job performance and results (31%).


The Leadership Cliff

Executives and employees agree that leadership is lacking - and leadership development is lacking.

Gaps in leadership capabilities spell trouble for future growth.
  • Executives cite a lack of adequate leadership as a major impediment to achieving workforce goals; only 35% say talent now in leadership positions is sufficient to drive global growth.
  • About half of executives say their team has the skills to manage talent or to inspire and empower employees; leadership is not equipped to lead a global, diverse workforce.

Employees agree with executives that leadership overall is lackluster.
  • Just 44% of employees say that leadership at their company can lead the organization to success; even fewer say their company is committed to diversity.

  • Ratings across a range of leadership attributes are middling at best.
  • Employees don’t cite direct manager quality as something that would improve their engagement, suggesting that upper-level quality should be improvement focus.


Most companies are not cultivating leadership within their organizations.

  • Planning for succession and continuity in key roles is not common.

  • Few employees or executives say management values leadership ability in employees.

Bridging the Skills Gap: The Learning Mandate

Better training and education opportunities would benefit employees and businesses alike.


For employees, obsolescence is a bigger concern than layoffs.

  • Employees say their top concern is their position changing or becoming obsolete.

  • Millennials are dissatisfied with options for development and a clear career path.


Technology skills development will continue to lag.
  • The need for technology skills will grow over the next three years, especially in analytics and programming/development. 48% say analytics skills will be needed by employees in three years, and 59% say programming/development skills will be needed.

  • Ample training on essential technology is in short supply, as is access to the latest technology.


Firms have difficulty finding skilled employees, but invest little in developing their own people.

  • Nearly half of executives say difficulty finding base-level skills affects their workforce strategy.

  • An increase in the number of non-payroll positions may force new thinking on development.


Firms struggle to develop a learning culture within their organization.

  • Roughly half of executives say their company is capable of retaining, updating, and sharing institutional knowledge,

    and 47% say their company has a culture of continuous learning.

  • Only 41% of employees say their company offers them opportunities to expand their skill sets. 

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Curated by Kenneth Mikkelsen
Thinker ★ Speaker ★ Writer ★ Leadership Adviser ★ Learning Designer ★ Connector of ideas+people ★ Loud Listener ★ Horizon Scanner ★ Polymath ★ Humanist

Kenneth Mikkelsen is co-founder of FutureShifts. We help visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organizational cultures needed to succeed in times of change.