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Mar

2012

Why Social Business Keeps Failing to Deliver

" I am starting to question the validity and merit of a good number of motives from companies to become successful social businesses, because in reality they aren’t. They are just grabbing the wrong end of the stick thinking and hoping it will work out eventually, when we all know it won’t, and get away with it."

socialenterprisetoday.com/...iness-Keeps-Failing-to-Deliver

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enterprise2.0 socialbusiness job work humanresources humanrelationships sustainability jobmarket

here’s another one of those thinking out loud reflections that’s been in my mind for a long while regarding Social Business and which I’m now more and more convinced it may be destroying our current business environment as we know it, more than anything else
What if E2.0 and Social Business are the main reasons why we may no longer get the economy to recover as we could, or would, or should, have expected? What if we are all doomed and we are facing The End of a Job as We Know It?
5 more annotation(s)...
- Enterprise 2.0 or whatever other 2.0 moniker, was killing the job market and current working conditions, because businesses were adopting this shift for the wrong reasons.
- HR still hasn’t made that transition from Human Resources into Human Relationships, at least, for the vast majority of businesses out there and this means that if Social Business can help them get their business optimise their resources they would be doing so, ignoring the people, and their needs, once again, and like it’s been happening for decades…
- because instead of thriving to become more sustainable businesses where people are treated like people, in a much more trustworthy, responsible and valued perspective altogether, we keep seeing how the business decides to go the other direction and optimises resources
- Shouldn’t we all be focusing on the long term strategy to become socially integrated enterprises where sustainable business growth becomes a norm, more than an exception
- Can a business nowadays, in the 21st century, become a truly connected, transparent, nimble, successful and sustainable social business while optimising operations with layoffs is still lingering around in the background?

Feb

2012

The End of a Job as We Know It

" Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. "

www.bersin.com/...nd-of-a-Job-as-We-Know-It.aspx

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work management agility expertise specialization learning values humanresources hr roles job

Something very profound is happening. Jobs are getting more specialized, people work in teams and cross functional boundaries, and success is being redefined by expertise, not span of control.

And people without specialized skills are finding it harder to find work. Seth Godin calls it “the end of the average worker.”
10 more annotation(s)...
- Well the world has changed. Today, thanks to communications technology, people can do their "jobs" everywhere and anywhere. We collaborate across the globe just as easily as we can in the same room. People don't necessarily progress "upward," but often "sideways" or "deeper" in expertise.
- Your value as an employee is no longer "I am good at my job" but “how much demand is there for my skills.”
- Many of the HR executives I talk with tell me they're having an increasingly difficult time recruiting. As our research points out, this is not because there aren’t people looking for jobs, it’s because their organization needs specialized roles and the workforce itself has not fully adjusted to this new world.
- 1. They reward results and expertise, not position.
- 2. They break down functional silos and facilitate work across business functions.
- 3. They reward continuous learning and “learning agility.”
- 4. They hire for values, innate skills, and fit, not for experience.
- 5. They encourage and promote horizontal mobility.
- If you are a manager or business executive, think hard about your own organization. Have you created enough flexibility in the organization to empower people to develop expertise and bring it to your customers
- HR Executives and Managers:
  Are you promoting HR practices which create cross-organizational work and expertise? Is your reward system flexible and open enough to enable people to work on project teams which cross the organization? Is your performance management process agile and flexible and does it force continuous feedback and transparency? Do you hire for skills and capabilities or just experience? Do you promote and facilitate talent mobility? Do you regularly communicate company values, goals, and strategies to encourage people to think of the organization as “one team” and not a set of functional silos?

Nov

2011

Task-based work revisited

"Technology does not determine social and organizational change, but it does create new opportunity spaces for social innovations like new employment forms. Partial employment for young unemployed people is becoming much easier than before, and truly global task-based work is becoming possible, perhaps for the first time in history."

eskokilpi.blogging.fi/...task-based-work-revisited

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job work networkeconomy networkedconomy humancapital interdependance knowledgework tasks organization hierarchy

The opportunity today is in new relational forms that don’t mimic the governance models of industrial, hierarchical firms. We are already witnessing the rise of very large-scale efforts that create tremendous value in a very new way.
The production of information goods requires more human capital than financial capital. It is more about connecting with brains than connecting with money. And the good news is that you are not limited to the local supply. Work on information products does not need to be co-located. The architecture of work does not resemble a factory any more.
8 more annotation(s)...
- Our management and organizational thinking is derived from the era of tangible goods production and high-cost/low-quality communications.
- Almost all economic theories make the same assumption: the employer – employee relationship makes work possible.
- The other taken for granted assumption is that it is the independent employer/manager who exercises freedom of choice in choosing the goals and designing the rules that the members of the organization are to follow. The employees of the organization are not seen autonomous
- In contrast to the above, digital work has brought about circumstances in which the employee in effect chooses the purpose of work, voluntarily selects the tasks, determines the modes and timing of engagement, and designs the outcomes. The worker here might be said to be largely independent of some other person’s management, but is in effect interdependent
- The interdependent, task-based worker negotiates her work based on her own purposes, not the goals of somebody else, and chooses her fellow workers based on her network, not a given organization.
- The organization is not a given hierarchy, but an ongoing process of organizing.
- The factory logic of mass production forced people to come to where the work is. The crowdsourcing logic of mass communication makes it possible to distribute work to where the people are, no matter where on the globe they may be.
- Knowledge work is not about jobs or job roles but about tasks.

A new social contract for creative work

"I’ve been saying for a while that simple and merely complicated work will continue to get automated and outsourced (read this post if you don’t believe it or look at this example of legal work getting automated). To keep a job in the creative economy (with core skills of Initiative, Creativity & Passion) one must become an indispensable linchpin in the organization."

www.jarche.com/...ial-contract-for-creative-work

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work job learningorganisation automation economy ROWE organizationchart networkdiagram humanresources socialcontract creativity creativework

“First we automated menial jobs, now we’re automating middle-class jobs. Unfortunately, we still demand that people have a job soon after becoming adults. This trend is going to be a big problem…”
I think more opportunities are being created than destroyed, but our institutions and our cultural mindset still are not ready for this change.
2 more annotation(s)...
- The indicators that the underlying nature of work and wealth generation have changed are everywhere.
- Abolish the organization chart and replace it with a network diagram (some new tech companies have done this).
  Move away from counting hours, to a results only work environment (with distributed work, this is becoming more common).
  Encourage outside work that doesn’t directly interfere with paid work, as it will strengthen the network (such as Google’s 20% time for engineers).
  Provide options for workers to come and go and give them ways to stay connected when they’re not employed (like Ericsson’s Stay Connected Facebook group). Build an ecosystem, not a monolith.

Nov

2011

Armies of Expensive Lawyers, Replaced by Cheaper Software

Some programs go beyond just finding documents with relevant terms at computer speeds. They can extract relevant concepts — like documents relevant to social protest in the Middle East — even in the absence of specific terms, and deduce patterns of behavior that would have eluded lawyers examining millions of documents.

www.nytimes.com/...05legal.html

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law artificialintelligence discovery documents Technology automation job reasonning e-discovery

the studios examined six million documents at a cost of more than $2.2 million, much of it to pay for a platoon of lawyers and paralegals who worked for months at high hourly rates.
Now, thanks to advances in artificial intelligence, “e-discovery” software can analyze documents in a fraction of the time for a fraction of the cost. In January, for example, Blackstone Discovery of Palo Alto, Calif., helped analyze 1.5 million documents for less than $100,000.
7 more annotation(s)...
- “From a legal staffing viewpoint, it means that a lot of people who used to be allocated to conduct document review are no longer able to be billed out,”
- Computers are getting better at mimicking human reasoning — as viewers of “Jeopardy!” found out when they saw Watson beat its human opponents — and they are claiming work once done by people in high-paying professions.
- New jobs, he says, are coming at the bottom of the economic pyramid, jobs in the middle are being lost to automation and outsourcing, and now job growth at the top is slowing because of automation.
- “There is no reason to think that technology creates unemployment,” Professor Autor said. “Over the long run we find things for people to do. The harder question is, does changing technology always lead to better jobs? The answer is no.”
- We’re at the beginning of a 10-year period where we’re going to transition from computers that can’t understand language to a point where computers can understand quite a bit about language.
- The most basic linguistic approach uses specific search words to find and sort relevant documents
- The sociological approach adds an inferential layer of analysis, mimicking the deductive powers of a human Sherlock Holme

IBM Simulates 4.5 Percent of the Human Brain and Might Make You Obsolete by 2019

". Now IBM's Blue Gene is trying to not just outperform, but simulate the whole damn human brain. It's 4.5 percent of the way there."

gizmodo.com/...ight-make-you-obsolete-by-2019

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ibm brain humanbrain bluegene apple SIRI job contribution society

And it's still on pace to finish the job of turning the human mind into a componentially-replicable thing by 2019
So you've got eight years to figure out a way to contribute to society that isn't wholly reliant on your brain

3 étudiants sur 5 veulent de la mobilité et du télétravail [Zeclin d'oeil du 7-11-2011] | Zevillage

www.zevillage.net/...vail-zeclin-doeil-du-7-11-2011

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remotework employment students worklifebalance job humanresources mobility

Jan

2010

The future of work

www.slideshare.net/...he-future-of-work-presentation

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work job jobdescription instituteforthefuture organization humanresources

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