202120930 Presentation Trends Changing The World Of Work Linked In

Editor's Notes

• #2: Good eveningTo put our discussion into context, a brief examination of the global environment,Before the financial crash of 2008, most companies based their strategy on a single, expertly driven forecast. Now, they are not so sure and are much more willing to interrogate their vision and strategy by measuring both against a variety of scenarios. In particular, one of the greatest changes is that they are prepared to change the fundamental direction of the entire business should a case be made for doing so. Although the future might be uncertain, there are key trends that are shaping the world as a whole as well as the world of work. You received a Did you know on a chocolate bar last on Saturday – this provided you with some insight on the changes or shifts in the work environment. At the back of the Did you know, there was a link of the source that the data was obtained from. On the top left hand corner, you can see a picture. I know that it is small, but if you look at the one pager you will see these same pictures and the trend that we will explain through this presentation. The one pager infographic that you received yesterday highlights the 10 trends that through our research will shape the world of work in the future.
• #3: The purpose of this presentation is to provide you with the 10 trends that will shape the future world of work and their implications
• #4: So getting straight into it
• #5: The first trend is the Technological Revolution that we have witnessed over the past few years. Since the implementation of computers in the workplace in the 1960s, the power, reach and speed of technology is continuously evolving. Technology will influence the size of the world population (e.g. due to the advances in medicine and how technology is able to increase mortality rates).Some of the key influences technology will have is within the medicine and genetics field. Technology will also start to play a much larger role in the field of robotics, energy creation as well as space exploration and tourism. Technology, as we have witnessed is already playing a vital role in our current working environment. By 2025, more than 5 billion people will be connected through mobile devices. People are able to access complex technology from almost anywhere through relatively inexpensive handheld devices. Technology has enabled work to be performed differently than before through the use of: Social media: our interaction has changed from only face-to-face communication through to facebook, twitter, linkedin and youtube. Instant messaging which also lets your colleagues know your online presence has enabled us to communicate and work in a different manner than before and this trend is set to continue and evolve as we go further into the future.Mobility in the cloud: we are now able to complete work from anywhere in the world on any device at any time. Cloud computing enables the delivery of a low-cost computing service. Books and journals are being digitised and will enable us to access an unprecedented amount of information, making everyone a knowledge worker. This means that the world of work as use used to know it has fundamentally changed and will be completely different 10 to 20 years from now. Work is no longer a dedicated workspace with a single commute in peak hour traffic. Work is now an instant. It is no longer a building where you have a desk and chair, do your 9-5 and leave. Work can be done from anywhere in the world on any device. We are now “always on” with email notifications, instant messaging and the wealth of information available to us. This always on culture is enabled by technology. This also means that interruptions are a constant part of our lives. People are connecting with business and work in the same manner they connect with friends and family. This means that in 10 to 20 years from now, office spaces will be significantly reduced allowing companies to save on large real estate investments. But it also means that policies and procedures as well as the culture of accountability will need to built into the organisation to ensure that work is delivered to the highest level of quality, without incurring excessive costs and delivered in an acceptable timeframe. It also means that investments in technology will become more strategic and the role of the IT function will fundamentally need to change to drive the overall strategy of the organisation.
• #6: The second trend is the globalisation and urbanisation of the workforceThis presents both opportunities and challenges for the organisation. Some of the opportunities that globalisation provides is:The company is able to access new markets as well as the economic opportunities that it provides. Globalisation improves problem solving and innovation (as each person has a new perspective on the same topic)The challenges though are:Globalisation opens up the playing field to new competitorsIt can also lead to conflicts due to differing expectations on norms and values as well as intellectual property as we have seen recently with Apple and SamsungIt is not just global organisations that allow for international employees. At one extreme, you are competing for your next career move with the world, and not just the people in your country. These people may be more educated and will not come at the same premium as you do, giving them a much larger advantage than you. On the other hand, your ability to collaborate and connect with a global team of expertise allows you to grow and develop your skills, which gives you an advantage over your competitors. New talent pools will emerge in areas across the globe where the population is connected to the world knowledge net. Much of the world will become joined – both in terms of trade in goods and services and the mobility of labour. This means that talented and energetic people will become part of the ever increasing world economy, but it also means that those who do not have the desire to compete globally or do not have access to the internet will be excluded. Bringing this trend back to individual countries, there has been a large shift of the population from the rural areas through to the urban areas. This results in a decreased amount of space in the urban areas, larger volumes of traffic, increased requirement for water, electricity and sewage as well as increased pollution. Given the growth in technological developments, technology-based cloud computing service providers will be establishing their data centres in these rural areas, which will impact the availability of land for farming and natural resource extraction. The combination of technology and globalisation will have a profound impact on the way we work in the future. It is not only the BRIC countries that will play a larger role, but also the next wave of emerging markets that include Egypt, Nigeria and Turkey.
• #7: The third trend is the evolving workforce demographics.Many people are now living beyond the age of 90 and many of us will live to be over 100. This means that in every market, people are staying longer in the workforce and delaying their retirement, it also means that the work environment will have more older entrepreneurs. In fact the whole concept of retirement will change. Retirement will encompass a combination of work with periods of leisure. For the current work environment, increased issues related to occupational health and safety and the link back to medical aid will need reengineering to accommodate the unique health challenges of older people. The future environment will also consist of older workers as current generation X and generation Y employees will reach an older age, but will not retire. What the evolving demographics also means is that for the first time in history, there are 4 generations working side by side in the same organisation. We have traditionalists (who are the aging baby boomers – between the ages 65 and 80), baby boomers (between the ages of 64 and 45), generation x (between the ages of 44 and 30) and generation Y who are in their 20s. Each of these generations have a differing view on the world of work as well as their means of communication. For example, the traditionalist prefers face-to-face communication and will typically be the person who prints out their emails. On the other extreme, generation Y, who are technology natives prefer to communicate using text messaging. They typically want feedback instantaneously rather than have to wait for the bi-annual or annual performance review. But it is generation Y who will be the future leaders and will shape the future world of work and will change the environment even more significantly for the entering generation C. But, it is these differing attitudes that create a generational conflict. This conflict ranges from issues as wide ranging as environmental concern and pensions. For example, the current pension funds cannot accommodate the aging workforce as they rely on income from the current workers to pay for the pensions of those currently retired. Young people will rebel against this and immediately raise the red flags. This generational mix will shape the future of the world of work and will continuously be questioned, introducing more innovations and will hopefully prevent further global economic meltdowns.
• #8: More women in the workplaceCanada, the US and Australia have all already passedthe tipping point, with more women employed thanmen. The UK will be there by 2012, with manyEuropean nations following suit in this decade. (Bythe way, in Africa and the developing world, this mayalready be the case if you count informal workers.) This decade will see continuingfocus on not only bringing more female bodies into the workplace, but rather bringinga female influence as well. This might be the biggest change in corporate culture in acentury, if more women rise up through the management ranks, and also decide not to'play the game' in a testosterone fueled business world.Influence of Women in the WorkforceWomen are a significant factor in the workforce today and in the future. They are a majority or nearmajority in many professional schools. However, it is difficult for many women to successfully reintegrateinto the workforce after leaving to raise children or care for aging parents. We suggest thatthe growth in technology to support collaboration, and women’s “people skills” may increase theirability to continue successful careers more easily in the future.Women are a majority or near majority in many professional schoolsWomen comprised 46% of the total U.S. labor force in 2007 and are projected to account for 47%of the labor force in 2016 (US Department of Labor, 2007). In 2005, women earned 57 percentof the bachelor’s and 58 percent of the master’s degrees awarded (US Census Bureau, 2005).Women are beginning to dominate professional schools. As of 2008, females make up the majorityof students in law school and are 46% of all students enrolled in medical schools. The entry ofwomen into the paid work force is related to declining fertility rates worldwide (U.S. Dept. of Labor,2004). A woman’s educational level is the best predictor for the number of children she will have.”(Trends e-magazine, May 2005).Difficult for mothers who leave, to re-integrate into full time jobsThe social and economic demands of professional employment place great pressure on childrearingactivities (Mathews, and Ventura, 1997). Women typically carry the brunt of the workload ofchild-rearing. In one study, 43 percent of the women surveyed left the work force at some point intheir careers to raise children (Center for Work-Life, 2005). Of these, only 74 percent who soughtre-employment successfully found jobs, and only 40 percent of those were full-time (Trendse-magazine, 2005).Collaboration tools and technology may ease this problem in the futureToday, communication and collaboration tools are reducing the need for workers to bephysically present at the office and are enabling workers to accommodate home and workdemands better (Microsoft, 2005).Increasing emphasis on collaboration lends itself well to women’s “people” skillsThe increasingly collaborative nature of information work will also increase the relative value of intuitive,persuasive, diplomatic and integrative skills, which are skills traditionally associated with women(Microsoft, 2005).1. They're more intuitive to bringing in all points of view. This allows for more collaboration and win-win situations. In today's complex working environment, this way of doing business is essential. "Women are more inclined to investigate both sides to see if both parties can actually have a desirable outcome," Wilen-Daugenti told us. "They're more willing to ask, 'What do you want out of this?' "2. They have different values than men do. They're much more empathetic to the diverse workforce needs. If an employee is conflicted between work and other aspects of her life, a woman in a senior position would more likely notice the needs of her employee:"Women say they are much more in tune with the diverse workforce where they feel like men are not as supportive or empathetic," Wilen-Daugenti says.3. Women are stronger with networking, sponsoring and supporting each other. Wilen-Daugenti says that the women she surveys report that they help each other out more often than men do. However, one of the biggest mistakes women make in the workforce is their lack of confidence, she says. They underestimate their potential and, therefore, don't achieve as much as they could.The shift in women in the workforce could have something to do with the fact that American women have received more college diplomas than men since 1992. In fact, for every two men in college, there are three women, and females are also more likely to pursue an advance degree, Wilen-Daugenti says.Read more: http://articles.businessinsider.com/2012-03-01/news/31112391_1_three-women-workforce-workplace#ixzz27l17qvHfLeadership Style DifferencesNorthwestern professor Alice Eagley, who specializes in the subject of gender differences, writes that there are a number of differences in the leadership styles of business men and business women.Men’s styles are characterized as being:task-orientedautocraticcommand-and-controlpunishment-orientedWomen’s styles are characterized as being:team playersdemocratictransformationalreward-orientedMs.Eagley has found that prejudice toward female leadership styles restricts business women’s access to top leadership positions. The bias shows up when women are perceived as possessing less leadership ability than equivalent men or when the same leadership behavior is evaluated less favorably in a woman than a man.Understanding that social conditioning created these style differences is a huge step to overcoming both communication and style gender gaps. The style differences were built in long ago and do not represent conscious choices being made today!I RECENTLY watched 12 Angry Men — that classic 1957 film about a jury struggling to decide the fate of an 18-year-old man who has been charged with murder. The movie gives you a sense of how the legal system worked in the US back then, when juries were less diverse. By today’s standards, we would find it unsettling if a jury were comprised of 12 middle-aged white men. So why have so many business leaders been slow to take notice when women are absent from the boards of their companies?In most developed nations, the percentage of women in the labour force has increased dramatically since the 1950s. When 12 Angry Men was produced, less than a third of American workers were female, whereas today, the US Department of Labour says that number now stands at 47%.Despite this change, men are still much more likely than women to hold senior positions. In particular, the ratio of female board members has lagged, with less than 14% of these positions at the largest companies filled by women, according to the European Commission. The numbers vary greatly from country to country across Europe: in Italy, only 6% of board members are women; in Spain and Belgium, 11%; in Germany, 16%; in France, 22%. The commission has been championing a planned European Union (EU) law to impose sanctions on companies in the EU if less than 40% of their board members are women.I am not usually a fan of government involvement in private industry, but on this issue it seems to be needed. Norway took the lead in 2003 when its legislature passed a law requiring that at publicly listed companies, at least 40% of board members be women. They were successful at meeting the 2008 target date, and since then the proportion of women on boards at Norwegian companies has risen to an encouraging 44%.A study the British government commissioned on this problem recommended that by 2015, 25% of board members at the largest British companies should be women. The Cranfield School of Management recently reported that 50% now have more than one woman on their boards, but British companies still have a long way to go. The situation requires more than just a recommendation — whatever happened to leading with a persuasive argument? Simply for pragmatic reasons, business leaders need to take action.According to the Boston Consulting Group, 70% of household purchasing decisions are made by women. Those decisions are not just about grocery lists or kids’ clothes — women also choose big ticket items such as cars and vacations. So, if 50% of the staff at a company is female, and women drive 70% of the buying decisions for its products, what possible rationale can senior management have for leaving women out of the corporate decision-making process?At Virgin, we have seen a number of women rise to senior positions over the years. At present, Virgin Money and Virgin Holidays are run by female CEOs and the person in the number two spot at Virgin Atlantic is a woman. There are many women in senior management at other Virgin companies, but we have much to do as an organisation.If you are looking to increase the number of women in leadership positions at your company, you might start by considering what opportunities female employees have for career advancement, and what barriers they may be encountering. Ask women from every area of your company about their experiences and for their advice.Women often encounter gender-based stereotypes about who is qualified to do what kind of job, which can sometimes persist in subtle ways and must be challenged at every level. This may be addressed by offering female employees more flexible working conditions; in some cases, putting in place better policies for both maternity and paternity leaves may be a good start.Fixing this injustice isn’t just good for your team: it’s good for business. Several studies have shown that gender equity in senior management and at the board level brings many tangible benefits. A report by the Credit Suisse Research Institute revealed that those firms dominated by men had recovered more slowly since the 2008 financial downturn than those with a more balanced male-female ratio.So take a look at who’s sitting around your boardroom table. If you see 12 angry men, it’s time to write a new script!
• #9: We are in an era in which business is taking advantage of the efficiency of the Internet and the businessopportunities it brings. In the early 1990’s people thought the Internet itself was the “new economy.” However,we believe the current period is just a part of a much larger, continuing shift to a Post-Industrial economy (Kelly,2006). This broader shift has been underway since the mid 1970’s (Triplett and Bosworth, 2004).In this Post-Industrial economy, economic value is shifting away from tangible things to growth in services,“knowledge intensity” in products and services, and experience as an economic offering.Growth in ServicesServices account for 75% of US GDP, and 33% of all global trade. The services sector is the fastest growingand largest sector of the global economy (Chartrand, 2002). In the US, services account for 30% of allexports. In addition, services account for 50% of GDP in the developing world.Knowledge intensity in products and servicesAs part of the intangible economy, knowledge is increasingly driving the economic value of goodsand services. This has given rise to the “creative class” – workers who apply knowledge to createand enhance the value of products and services (Florida, 2003).Knowledge is driving economic valueKnowledge – of how the world works, how to make crops grow, how to make products – hasalways been important. But in the past few decades knowledge has been driving economic valueas never before; by the mid 1990’s more than 50% of the GDP of the most developed worldeconomies was “knowledge based” (Canton, 2006).Rise of the Creative ClassThere is a growing role for creativity in the US economy. Leading this transformation are the 40million Americans – over a third of our national workforce – who create for a living. This “creativeclass” is found in a variety of fields, from engineering to theater, biotech to education, architectureto small business. This group of people builds knowledge into products and services. In the future,they will determine how the workplace is organized, what companies will prosper or go bankrupt,and even which cities will thrive or wither (Florida, 2003).Knowledge has become intensively built into productsThe significance of the cost of physical material to the value of goods is declining. For example,the amount of steel in a car does not determine its price. You can buy a large pickup truck for a lotless than a small BMW M3 Series automobile. Even what used to be simple products (refrigerator,radio) are getting more complex (designed for ergonomics and embedded with computers andsensors) reflecting the biggest ingredient – knowledge.Experience as an economic offeringConsumers will pay not only for services, but for experiences. Tourism is the world’s largestemployer (WTO, 2004). Experience may be emerging as an economic offering in its own right(Pine and Glimore, 1999). As experience becomes a more important economic value, so does the“experience” of aesthetics. The desire to surround ourselves with things of beauty might be innateto humans. Aesthetics is related to visual appeal and simplicity and functionality. This places moreimportance on the design elements of products.
• #10: One of the paradoxes of contemporary business life is that, just as unemployment soars, the number of unfilled vacancies increasesThe extent of the gap between what employers need and what the labour market provides in terms of skills and talents seems to be continuously widening.employmeMarket researcher —> Predictive data analystEvery minute YouTube users upload 48 hours of video, Facebook users share 684,478 pieces of content, and Google receives 2 million search queries, according to the business analytics company Domo. As Big Data gets even bigger, fewer people will be needed to collect information, and more people will be needed to analyze and discover the value stored within these billions of terabytes. Some of the sexiest and best-paying jobs of the next 10 years will belong to the likes of Internet statisticians and data miners, people who don't just crunch raw numbers but analyze their hidden patterns to shape business decisions.nt soars, the number of unfilled vacancies increases. Hospital orderly —> Medical roboticist In this summer's sci-fi blockbuster Prometheus, an astronaut climbs into a fully robotic surgical pod to have an alien baby removed by cesarean section. Although extraterrestrial cross-breeding is a ways off (let's hope), advanced medical robots are rapidly evolving to keep up with an aging global population. Japan leads the way in robot innovation to care for its growing elderly population, including rehabilitative and therapeutic robots from Honda and Toyota. Medical roboticists will be needed to design, build, and operate these intelligent devices, which will increasingly replace humans -- and provide more precise care -- in doctors' offices and hospitals.Teaching assistant —> Educational technologistWhile public university systems in many countries are plagued by inadequate funding, higher education as a whole is one of the fastest-growing sectors: 170 million people were enrolled in higher ed in 2009, a 160 percent increase from 1990. And online education, once derided as correspondence classes for those who couldn't get into a four-year college, is booming. Software coders and curriculum developers will be needed to design online courses that deliver memorable learning in a new virtual medium. On the heels of Udacity and MIT's OpenCourseWare, new educational platforms have emerged that require the virtual curation of online, collaborative student groups, facilitating a multidirectional learning process. Rejoice! The days of tweed-jacketed professors droning on in lecture halls are nearly over.Construction foreman —> Smart engineerBricks and mortar aren't what they used to be. Construction represents more than $7 trillion of the world's economic output, and it's expected to grow to $12 trillion by 2020, as emerging markets bulge in China, India, Latin America, and the Middle East. And new transportation systems -- from driverless cars to maglev trains -- require infrastructure to be updated and reinvented. In developed countries, creaking urban centers will be retrofitted -- or replaced -- with new, sustainable technologies and materials. And with the development of "smart houses," already in the works from Microsoft, new types of engineers, designers, and construction workers will be needed to seamlessly integrate and install digital technology in our homes.Tour guide —> Space navigatorThere's almost nowhere you can't get to by plane or boat these days. And with a flourishing private space race, a ride above Earth's atmosphere soon won't be solely for astronauts (or the ridiculously rich). The U.S. Federal Aviation Administration predicts space tourism will be a billion-dollar industry within the next 10 years. Virgin Galactic has more than 500 reservations for suborbital flights, slated to launch as soon as next year. And the space venture company Bigelow Aerospaceplans to open a space hotel in 2016. It may sound like something out of an Isaac Asimov novel, but if there's one thing we know about the future of the workforce, it's that wherever professionals and technologists are going, sci-fi writers have already been
• #11: Environment and sustainability – It’s not just global warming and climate change – andgovernment responses - to these issues. We also need to be aware of the business risksassociated with issues such as food and water security, pollution, pandemics and the like.Sustainability is not merely a nice to have “feel good” issue – it is very much a strategicbusiness issue.Sustainability has become more than a buzzword among corporations. It has become smart business.Companies like IBM and KPMG are now providing consulting services to help companies analyze theircarbon footprints, identify ways to decrease energy use, and realize the tax benefits of sustainabilityefforts. A wide range of businesses are on a quest to become climate-neutral by seeking to reduce theirgreenhouse gas (GHG) emissions – or even to come as close as possible to making no net contributionto global warming. Companies – including HP, IBM, Dell and Xerox – are adopting a comprehensive lifecycleapproach to thinking about their products and services, and thus we are seeing the emergence ofcradle-to-landfill stewardship. Many organizations are seeking to quantify the impact of their sustainablebusiness practices by incorporating environmental metrics in their accounting.The Quest to Become Climate-NeutralMore companies are seeking to reduce their greenhouse gas (GHG) emissions – or even to come as closeas possible to making no net contribution to global warming (Patz, 2008). For example, STMicroelectronicsis a recognized leader in GHG emissions reductions. The company has committed to an ambitious goal ofbecoming carbon dioxide (CO2) neutral by 2010. AMD has an ambitious greenhouse gas emissions goalto reduce absolute perfluorinated compound (PFC) emissions by 50 percent by the year 2010. PFCs areused in the semiconductor manufacturing process and have a global warming impact that is significantlyhigher than CO2. The North American flooring company Interface is already climate neutral. To get morecompanies involved in reducing GHG, organizations like Chicago Climate Exchange (CCX) provide atrading place for greenhouse gas credits. Companies such as Ford, DuPont, Baxter and Knoll havejoined the Chicago Climate Exchange (CCX) which has a legally binding greenhousegas reduction program. Knoll was the first furniture manufacturer to join, and has nowreduced its greenhouse gas emissions more than 10 percent from its baseline. CCX isNorth America’s only and the world’s first global marketplace for selling and buying legallybinding credits for all six greenhouse gases.Emergence of Cradle-to-Landfill StewardshipHigh levels of awareness about energy efficiency and environmental issues, and strictregulations are leading companies around the world to rethink established productdesign processes and incorporate a more holistic approach. Using the SMaRT protocol,organizations such as MTS (mts.sustainableproducts.com) promote the idea of a lifecycleanalysis of products. These types of programs identify where the materials for the productcome from and where they end up. The SMaRT program includes training for companiesthat want to participate, and accreditation for products that meet strict standards (UnitedNations Environment Programme Division of Technology, Industry, and Economics, 2008;MTS, The Institute for Market Transformation to Sustainability, 2008). SMaRT includesstandards for suppliers, sources of materials that go into products, and how products aredisposed of at the end of their life cycle.New Environmental Metrics for AccountingCompanies are setting business goals that include sustainability, (www.sustainablebusiness.com, 2008).These business goals take two other bottom lines into consideration: environmental stewardship and socialcapital. Every decision made by a sustainable business must not harm (or may even improve) environmentalquality and must have a social/community building component. These goals include reducing the negativesocial and environmental impacts related to the products they create and sell. Companies are setting thesegoals for a variety of reasons, including meeting the expectations of employees that companies should havea “social conscience” and of consumers who expect more than just talk about these issues – they want tosee actions integrated with business results.Business results are measured using sustainability criteria. Companies are measuring investmentsand savings realized from sustainability programs. “Environmental expenses” include program costs,environmental and energy engineering expenses, remediation and pollution control costs. “Environmentalsavings” include income, savings and cost avoidances from current year initiativesas well as cost savings realized in the current year from initiatives. They also includeintangible costs such as employee satisfaction and retention that occurs along withtheir sustainability programs. The business impact of investments made to increase sustainability are beingreported to investors. Many investors make investment decisions based onbusinesses’ sustainability record. For example, some companies publish an annual“Environmental Financial Statement” that documents the costs and benefits ofongoing environmental initiatives.The extraction and use of energy have always framed the way we live and the way we work. Each time a new, more complex energyconsuming development takes place, it increases the pace, flow and density of human exchange and creates more connectivity between people.Our uses of energy will also frame the way we work in the coming decades. We can expect oil prices to rise substantially as the developing world uses more energy and the sources of oil have become depleted and expensive to extract. Carbon output will rise steeply, particularly in China and India with their rapidly developing urban populations and manufacturing bases. The world will have heated up, with sea levels rising and climates changing. Some governments will have introduced a carbon tax, and the carbon footprints of individuals and companies will be scrutinised and forced to reduce. This could result in a rapid escalation of the cost of moving goods across the globe and a rapid reduction of commuting and work-related travel. This will be a significant driver to virtual working and home-based working.While I have described these forces separately, in reality these five trends will work together. For example, the combination of advances in technology and growing globalisation will significantly increase the use of tele-presence, webinars and other communal tools.
• #12: The Future of Work - Entrepreneurship+ Comment nowWith recent jobs reports showing a glimmer of hope, professionals from all generations are gearing up to seize the next big career opportunity after years of stagnation.  But, over the last half decade, the path to career success has been fundamentally redefined, and more and more, professionals of all ages and from diverse industries are finding that an entrepreneurial mindset is a prerequisite to advance.So how did we get to this point? And what can you do to stay ahead of the curve?Over the past few years, there has been a fundamental shift in the economic paradigm. Previous generations generally built “lifelong” careers at one company or at least in one particular field. In many cases, that career demanded that they simply meet the expectations of their bosses in order to advance. The result: Even relatively passive employees could find significant career success.However, today’s workplace is dramatically different, and many of the strategies that worked in the past are no longer viable. While the economy may recover significantly in the coming years, we need to all redefine our approach to work. Going forward, we must all be entrepreneurs (even those who work within large corporations).Take my career path as an example. I started out in on a very traditional path. I attained both a law degree and an MBA from Harvard University with honors. I worked domestically and internationally for well-known organizations like McKinsey & Company, Lehman Brothers, Mercer Management Consulting and the law firm of Sullivan & Worcester.Then about three years ago, I made the biggest decision of my life. I walked away from that traditional path, leaving Wall Street behind, to start my own venture – Stratus Prep. Given my passion for education and mentorship, I identified an opportunity to create value, and I seized it. The choice to leave my lucrative (and then stable) job at Lehman Brothers was a huge risk. But in order to make this career shift, I had to trust myself. I had to have confidence that by creating value for my clients, I could survive and eventually excel professionally.These last few years of growing a business from the ground up – from tutoring students at the dining room table of my apartment to serving clients worldwide from our beautiful Manhattan offices – have been the most rewarding of my life. I have taken control of my destiny and discovered the following secret to success in the “New Economy” along the way:To be successful today, whether you work for a large company or are striking out on your own, you must be entrepreneurial.But being entrepreneurial does not simply mean starting a new venture. Instead, it means taking responsibility for creating value for your firm and your clients. It means being active, not passive. It means owning your career and building the life you want for you and your family. It’s not a time for “playing it safe.”In this column, I’ll provide insights on the secrets to academic and professional success in the “New Economy” that can be applied to a number of industries. Use this blog as “The Launching Pad” for your career and stay tuned for more information, anecdotes and actionable advice to help you take your career to the next level.Do you use the majority of the knowledge you have on a daily basis?...because meaningful work provides an opportunity for you to keep your knowledge fresh by using it constantly.Do you feel intellectually stretched in your work?...because meaningful work both uses the knowledge you have and pushes the boundaries of what you can become.Are you able to learn something new at least once a week?...because meaningful work creates constant opportunity for learning.In your view are your colleagues at work knowledgeable and do you learn from them constantly?...because meaningful work is also about the colleagues who come with it, and your learning and development comes primarily through learning from others: what I have called ‘The Posse’.Are the tasks you do at work interesting and complex?...because at the heart of meaningful work are the day-to-day tasks that you do.Do you get lots of feedback about how you are doing?...because meaningful work enables you to grow, and feedback from others is a crucial part of this.Do you think that the work you do has a positive impact on the business?...because meaningful work enables you to make a clear link in your mind between the tasks you perform and the broader goals of the business.Do you think that the work you do has a positive impact on society?...because meaningful work is made up of tasks that you believe do good and, as a consequence, make you feel good about yourself.In your daily work, do you have the opportunity to reach out to develop networks with people very different from yourself?...because meaningful work creates opportunities for you to develop the ‘Big Ideas Crowd’ that is so crucial to developing your innovative and creative capacity.Does your work give you time to really develop deep regenerative relationships with people inside and outside of your organisation?...because meaningful work creates time and space for you to develop emotionally.
• #13: Skilled individuals, in increasingly short supply will dictate their terms to employers, of how, where and when they work.•They will gravitate toward industries which offer the best commitment to corporate sustainability and offer the best career development options.•A 2011 Right Management study found that as many as 84% of respondents want to leave their jobs –up from 60% in 2010.Human potential has allowed us to clone sheep, and grow entire human organsThe most successful products embed knowledge into their design. In this section, we discuss two aspectsof this trend: how good design has become a price of entry into the marketplace, and how gooddesign blends function and aesthetics.Good Design as the Price of EntryHigh design has come to inexpensive consumer goods. Good design is becoming the price of success inthe market — even for everyday products (toasters, chairs, etc). For instance, the consumer products storeTarget hired architect Michael Graves to design products – bringing “high design” to everyday consumergoods. Propelled by this trend, consumers’ expectations for attractive, functional design at all price points,has increased. Thus, the bar has been raised across the board.Design Blends Function and AestheticsThrough her work with the Knoll Planning Unit, Florence Knoll learned about customers’ needs, and shehired the best and brightest from the Cranbrook Academy of Art to create new types of furniture. Thosedesigners fused knowledge of functionality and technology and tied it all together aesthetically through theuse of design (Schiffer, 2007). The iPod and iPhone are leading examples of using design to combine visualappeal with intuitive function. These products are more expensive than their competitors even though theyperform the same function. It is the application of industrial design to fuse beauty and function that makesthem so successful. These products integrate deep knowledge of ergonomics and user-interface ideas intotheir design.
• #14: In summing up the trends, the last trend focuses on the shrinking availability of natural resources. With the global population said to reach 9 billion by 2025, we will have shortages of food, water as well as oil and gas. As we are seeing currently with the price of brent crude oil and petrol increasing phenomenally. The availability of minerals including platinum, gold and diamonds will also diminish significantly. The increase in the global population with the increasing trend of urbanisation will see ever-increasing costs of housing, travel and lesisure. So going to the Kruger National Park or a Sky Diving adventure will not only be expensive as an event itself, but will also require you to travel much more just to get there. From a work environment, the shrinking natural resources also means that the cost of doing business will be consistently increasing. This will result in fewer people being employed and increased levels of automation playing a larger role. But with this automation the effect of global warming will also need to be taken into account. http://howmany.org/environmental_and_social_ills.php
• #15: Given these 10 trends, 4 key implications arise
• #16: The need for transparent and authentic leadershipLeaders will be looked upon to work in a collaborative manner with authencity. And given the increased globalisation of the workforce, leaders will need to step up to the challenge to solving global problems and challenges. 2) High-performing virtual teamsAs a consequence of technological innovations, teams will work virtually, and will only see each other on an occasional basis or maybe not at all. As virtual teams grow, the task of managing them becomes even more important and requires a new dimension of project management skills and competencies, questioning the core of the time, cost, scope and quality triangle.3) Business networking and relationshipsIncreasingly, the value of the organisation will be held in social capital – which is the value of the networks and relationships held within the organisation, as well as into the wider community and ecosystems. Relationship building and networking will become increasingly important in the future as the driver of innovation. For example at FNB – through the launch of their mobi site (Soon to be converted into a mobile app) allows employees to collaborate across the organisation from where ever they are. They have developed a linkedin on steroids for FNB, where employees are able to determine reporting lines as well as individual interests and skills and connect with them where innovations can be logged and successfully implemented. 4) Lastly, flexible workingIt has become part of our current environment, but the current policies and procedures do not fully accommodate for this – with a feature like office hours still appearing on employment contracts. In conclusion, these trends going across technology, demographics, environmentalism and entrepreneurship have one common thread – that is INNOVATION. It is Innovation will enable us to achieve the next level of performance in the future.
• #17: Talk back to the Did you knows received and the infographic – game at the end – which Did you know referred to which theme