Bertrand Duperrin's Library tagged routine → View Popular, Search in Google

Feb

2012

The U.S. Needs to Make More Jobs More Creative

"Michael Porter has done us all a service in identifying that the wealth of modern economies comes from the productivity, innovation and high wages found in their clustered industries — those industries that are found only in certain geographic areas and trade most of their output outside their home areas, both nationally and internationally. Wages in these clustered industries (like pharmaceuticals or business services) are dramatically higher than in dispersed industries (like primary medical care or consumer services)."

blogs.hbr.org/...s_needs_to_make_more_jobs.html

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work creativity economy jobcontent routine manufacturingeconomy serviceeconomy

Creativity-oriented jobs happily have gone from just over 10% of the economy to over 30% of the economy while routine-physical jobs have gone from almost 60% of the economy to 25% of the economy as the manufacturing economy has given way to the service economy
But it is way, way better to have a creativity-oriented job in a dispersed industry than a routine job in a clustered industry (78% higher wages).
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- However, the real challenge for the U.S. economy is what to do with routine-oriented jobs in dispersed industries. That category makes up almost half of the jobs in America and the average employment income for these jobs is under $25K. That is a big chunk of America that is just scraping by economically.
- we have to rethink how we utilize workers in our advanced economy. We fear that job structuring and classification becomes entirely self-sealing for many American workers. Once a job is defined as routine, it becomes routine and the individual in it doesn't exercise judgment or decision-making. That employee then becomes by definition low-productivity and both can't be paid much and is easier to think of as a candidate for off-shoring.

Aug

2010

Gartner Says the World of Work Will Witness 10 Changes During the Next 10 Years

"Work will become less routine, characterized by increased volatility, hyperconnectedness, 'swarming' and more,” said Tom Austin, vice president and Gartner fellow. By 2015, 40 percent or more of an organization’s work will be ‘non-routine’, up from 25 percent in 2010. “People will swarm more often and work solo less. They’ll work with others with whom they have few links, and teams will include people outside the control of the organization,” he added. “In addition, simulation, visualisation and unification technologies, working across yottabytes of data per second, will demand an emphasis on new perceptual skills.”"

www.gartner.com/...page.jsp

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work routine organization chaos

1. De-routinization of Work
The core value that people add is not in the processes that can be automated, but in non-routine processes, uniquely human, analytical or interactive contributions that result in words such as discovery, innovation, teaming, leading, selling and learning. Non-routine skills are those we cannot automate
2. Work Swarms
Swarming is a work style characterized by a flurry of collective activity by anyone and everyone conceivably available and able to add value
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- 4. Working With the Collective
  There are informal groups of people, outside the direct control of the organization, who can impact the success or failure of the organization
- 7. Simulation and Experimentation
  Active engagement with simulated environments (virtual environments), which are similar to technologies depicted in the film Minority Report, will come to replace drilling into cells in spreadsheets.
- Hyperconnectedness will lead to a push for more work to occur in both formal and informal relationships across enterprise boundaries, and that has implications for how people work and how IT supports or augments that work.
- 10. My Place
  The workplace is becoming more and more virtual, with meetings occurring across time zones and organizations and with participants who barely know each other, working on swarms attacking rapidly emerging problems. But the employee will still have a "place" where they work. Many will have neither a company-provided physical office nor a desk, and their work will increasingly happen 24 hours a day, seven days a week. In this work environment, the lines between personal, professional, social and family matters, along with organization subjects, will disappear

Sep

2008

Wellsprings of Creation: Perturbation and the Paradox of the Highly Disciplined Organization — HBS Working Knowledge

Organizations can become more efficient in the short run by replacing costly, unpredictable problem solving activity with consistent, streamlined routines. However, this efficiency often comes at the cost of long-run adaptability. The more organizational activity is dominated by stable routines, the less the organization learns, and the more rigid and inflexible it becomes. To escape this fate, the authors of this working paper theorize that highly disciplined organizations must actively engage in strategic and selective perturbation of established routines.

hbswk.hbs.edu/5998.html

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organization efficiency innovation learningorganisation toyota routine process