April 2, 2022

What Is The Future Of Work?

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Let me point out - again - that the answer to the question is useless - because the question is badly framed. I have written about this before here, here and here and a whole host of other places aswell.

The Conclusion

There is no future of work. There is only a future of income.

Fast forward to a LinkedIn graphic that was presented to me last week.

It appeared in Brett King‘s LinkedIn stream. Brett and I are connected on LinkedIn, and have a couple of very good mutual friends in common. Brett, like another ’futurist’ Gerd Leonhard is doing a great job in ‘getting the word out’, but I worry that the word being got out is not just oversimplified but actually harmful because people are being lulled into a false sense of security.

This Is One Such Example

First, I assume that ‘Aritificial’ is a typo and not some new technological development …

… but the lack of proofreading of a single sentence might be a clue to how substantial the thinking is that underpins the idea.

Important: Please do not take this post as my taking an anti position on Brett. I don’t know him, but do follow and pay attention. He is not wrong on a number of issues. Like these two ..

Brett’s Take

The Original Post on LinkedIn (sorry - I wanted to embed it here - but LinkedIn is the only site that seems to fail with a WordPress embeds) … go figure.

The crux of my issue is the flip approach to what is happening in the world of business today.

I limited my response to a few lines … hoping that a reader would be able to ‘read between them’, Brett read the lines, but not between them.

Brett duly responded …

Readers of this blog will know that this is something I understand.

BUT

The point I was trying to make is not about the future of work - we know is being redefined through outsourcing, offshoring, automation, AI, the gig economy, zero hour contracts … and it is clear those jobs aren’t going to come back.

My point is (and always has been) more ‘People Firsty’ … that is as all of this comes to be - how will people make income to live their lives in the future?

Example 1

In the comments in Brett’s thread people referenced the four day week - and everyone is talking about how it is already happening. The assumption seems to be that a staff member will no longer work 5 days and instead work 4 days.

This is quite brilliant and lovely and utopian and - all those things we want to have in and around our lives and existence. Who doesn’t want to work less …

If their salary is not affected.

But let’s just take a couple of seconds to do a pretty shallow dive … if people are working 4 days, not 5, then they are working 20% less. To let them work less and not pay them less is the equivalent of companies giving each of those people a 20% salary increase.

Are companies going to do that?

The answer is in plain sight because we have a stalking horse in the race. Thanks to COVID we have proof points all over the world that people don’t want to ‘go back to the office’ and in turn, some companies have responded with

That’s ok - work wherever you want!

Spectacular - until you read the small print …

This isn’t the only article out there, do a search and you will find hundreds, if not thousands of articles debating the merits of paying your staff based on what locals earn.

Case in point - move 200 miles up the I80 from San Francisco to Reno, salaries are nothing like that of the Bay Area. On top of that since Reno is in Nevada - there is no state tax. In California - well like most places, it varies, but here is one slice …

$115,648 – $590,746

9.30%

Source : HR Block

  • so moving your life 200 miles reduces your cost of living substantially just based on tax savings. But there’s more …

Beyond the tax break, the Reno cost of living index is just 116.2, compared to San Francisco’s at a whopping 244 - and that does not include the tax break just described.

So if you can do your job remotely, why wouldn’t you want to move to a cheaper place - and collect the same income. (Putting the comparison of living in Reno versus San Francisco aside.)

It does seem to be a perfect idea - except your employer is not generally going to allow that - because they do - and will - pay you based on where you live - not where you work!

I get the argument, I really do - but that’s my point. If companies aren’t going to pay people for value delivered, but based on where they live, then why are they suddenly going to pay you a higher daily rate because you want to work less?

To me, the 4 day week is an experiment to cut salaries - legally. It won’t happen suddenly - just over time. They might well leave your salary in place, but everyone’s? … and when you leave will they continue to pay your premium rate to the next person?

Example 2

As more and more people leave their cubes to follow their dreams and passions - which is what everyone is telling you to do - right? Follow your dreams - it will all work out.

What dream and passion are you going to follow?

Look around today and you will find little societal support for artists, musicians, writers, poets et al. Imagine if the number of such people suddenly doubled, grew fivefold or even tenfold as we all follow our dreams … are all those people suddenly going to be earning a lot more? (it’s a rhetorical question.)

We are also told that there is so much opportunity in the professions of care-giving, social services, teachers, hospital workers, elderly care. They are right. Lots of opportunities. They are all on the ‘hot professions’ list, but before you get too excited, go talk to the people who work in those areas now. Ask them why Teachers are resigning en masse? Why do nurses get trained and don’t go into health services?

There are countless examples of how society (that’s you and me), value these professions. We don’t.

Back to musicians - we pay Spotify 10 bucks a month to stream an ‘all you can eat’ flow of music to your ears. The artists are generally not well rewarded. But it’s not as if Spotify aren’t making good money. How else do they afford to $100 million to sign up a single podcast - or buy company after company as they seek to lock up the world of podcasting. (BTW - they are doing it because the more you listen to that - the less they have to pay out.)

To conclude, as wonderful as it is for all of us to follow our dreams and passions - so we can all live fulfilled lives - we also need to earn an income. And we are barely doing that today, so how is that going to get better?

I said something better change
I said something better change
I said something better change
I said something better change

The Stranglers

Or maybe we will all move into social services, hospitals, caring for the elderly - since they are all on the ‘hot professions’ list. That said, the last two years have clearly demonstrated that while ‘society’ might value the people in those roles, it is clear that the paymasters do not.

In short, as we replace jobs with automation - and people don’t have a way to replace that income, something is not adding up.

Bottom line - as organizations remove people from their vendor supply chain and automate sales to improve business efficiency, more and more people will be left out of the workforce - and no matter how many Norman Tebbits (Sorry old English reference), how about Kim Kardashian’s words of ‘motivation’.

I have a way of looking at the issue. I call it …

The Business Equation

At the simplest level, the business equation recognizes that every commercial entity has an input - where it creates something using people, money and/or assets to create a product or service that is sold - the output. The ‘black box’ in the middle is the business. Your business. Any business.

To maximize shareholder value, the business seeks to reduce the cost of what it produces or increase the price of what it sells. Yes there all kinds of techniques that are used - but reduce it all down and you are left with

It is a simplification, but the logic holds.

This is an early simplification of the model. The whole enchilada will become a post unto itself.

It is also true that on the left-hand side of the equation the fixed costs of ‘people’ is really high - which is why over the years, companies have sought to cut those costs by ‘getting people off the books’. That’s where outsourcing and offshoring got their start. Automation through Robotics is now turning into AI and then at contractual levels, the gig economy / zero-hour contracts all play into the needs of corporations who keep on pushing the boundaries of ‘just in time’ ‘people’.

And you thought the days of people being cogs in the corporate engine was a thing of the past!

Now imagine every company big and small working to remove people from the equation in this way. Where does it leave people? Every mini Business Equation on the left of that diagram is doing its bit to outsource, offshore, automate …. and where do people fit in that equation?

To quote my friend Geoffrey Moore …

That’s What I Think - What Do You Think?

brett king future of work Work archive.pf.business
March 30, 2022

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‘Outsourcing’ and its sibling ‘Offshoring’ often suffer from ‘abdication syndrome’ as the company focuses on cutting its costs to virtualize their supply chain.

BUT

If you don’t have people inside the company who understand what the outsourcing company is up to …. how do you manage the relationship, contracts and work done?

Work archive.pf.business
March 25, 2022

It’s A Pattern

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In my book ‘For Business Leaders Slapped In The Face By A World They Thought They Knew’, I referenced an organization called ‘The Prout Institute’.

It came to mind as I watched this relatively unwatched (in the big scheme of things) video.

Andrew Pancholi is definitely an interesting man.

It’s a 2022 video - but predates the invasion of Ukraine, though not the build-up with the result that we have an immediate feedback loop on some aspects of how right or wrong his thinking is. (He seems to be right.)

The talk is only 35 minutes or so of the nearly 1-hour video (the rest is a Q and A) - and touched on many topics including China’s penetration into the world that Peter Frankopan - amongst others - wrote about in his 2018 book The New Silk Roads. (The Guardian). An excellent book that if the future of the world is interesting to you, this book should be either on your bookshelf - or (as in my case) in your iPad.

There is part of me that questions the pattern making ‘proofs’. Kind of like the ley lines of England … that are in the canons of ‘lost knowledge’. If you are loose enough with definitions and correlations then yes - everything is going to align.

Still, for all of that, it’s a good 35 minute listen - and it gets harder to say that as each day passes.

china history Learning russia stock market archive.pf.business
March 16, 2022

People, Process THEN Technology

Technology tenet archive.pf.business
March 14, 2022

Data archive.pf.business
March 14, 2022

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People First archive.pf.business
March 13, 2022

The Cost of Healthcare

The US is famous for massively inflated healthcare charges. Stories of $200 for a pain pill and $100 for a band-aid abound.

For example - how much does an ambulance cost? - not shoulddoes.

It’s extraordinary. Luckily, I’m not in America - where even with insurance, the costs can rise to hundreds of thousands of US dollars out of pocket costs.

I had cause to ride in an ambulance 7 times last week … and people apologized for the high charges ….

All seven journeys came to less than half the price Of a single journey in the U.S.A.


The Hidden In Plain Sight blog was around for a year - and has now been archived here. This post/link was half-written and ready to go on the original blog - but somehow it never made it. Just catching up on the backlog!

hidden.in.plain.sight
March 13, 2022

I’m Dying

I’m dying. Will it help my beloved husband to cope if I leave him notes?

… a link from The Guardian (October 2021)


The Hidden In Plain Sight blog was around for a year - and has now been archived here. This post/link was half-written and ready to go on the original blog - but somehow it never made it. Just catching up on the backlog!

hidden.in.plain.sight
March 13, 2022

Thought

The red cord and energy


The Hidden In Plain Sight blog was around for a year - and has now been archived here. This post/link was half-written and ready to go on the original blog - but somehow it never made it. Just catching up on the backlog!

hidden.in.plain.sight
March 7, 2022

For Business Leaders Slapped in the Face by a World They Thought They Knew

A bit of an experiment - pulling highights from my book into Markdown. Find a quote you like - click on the Kindle link.


Metadata

  • Author: John Philpin
  • Full Title: For Business Leaders Slapped in the Face by a World They Thought They Knew
  • Category: #books

Highlights

  • People First is a state of mind. It is not about ‘customer centricity,’ ‘staff engagement,’ or ‘equal pay.’ It’s about you and what you can do to take ownership of your life and position in the spectrum of the world. (Location 153)
  • This book’s focus is business, but not through a different lens or filter nor even standing to one side and seeing it from a different angle. Rather, it seeks to help you view it from a different dimension—to understand an alternative reality, to visualize it, to achieve it. (Location 158)
  • “Expect the unexpected’ has been part of our lexicon for generations. It is so ingrained in our psyche that we forget about it. When it happened, we froze. (Location 233)
  • Years of our future have been compressed into a couple of financial quarters because of change. (Location 241)
  • Business leaders had plenty of time to see the #Change coming. But when it came, they froze. Slapped in the face by a world they thought they knew, they did not expect the unexpected. How prepared are you in the face of change? (Location 252)
  • #Change is two-faced. If you implement change, it is good. If change is applied to you, it is not. It is crucial to get ahead of the curve, and to be proactive with change! (Location 258)
  • The level of vision and courage of people in a business differentiates the businesses that succeed and those that don’t. (Location 285)
  • Business leaders have been slapped in the face by a world they thought they knew. It’s not stopping. It’s not even slowing down. It’s accelerating. You either change or cease to exist. (Location 288)
  • “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
    Pablo Picasso (Location 294)
  • Change. Or don’t. It’s your choice. Much like survival, when you are threatened, you just don’t accept it, you fight and you win by outsmarting the opposition. Agility is your friend. Are you agile enough to win? (Location 297)
  • In recent years, businesses have become so preoccupied with profit, growth, and scale, they have forgotten that people come first. (Location 330)
  • Human connection requires trust. (Location 333)
  • People FIRST: Understand the ENTIRE team. Process SECOND: What resources do you have to achieve your goals? Then, and only then, do we start to think about the technology needed to create a successful business. (Location 340)v
  • Social selling is what business leaders use to succeed in business today. The paradox is that to keep up with a changing world you need to return selling to where it was decades ago. It’s about knowing the people you are talking to. (Location 356)
  • Emotional connection is powerful! Business leaders who can emotionally connect with their customers will attract a huge following. How do you keep your customers engaged? (Location 369)
  • Different stakeholders have different needs. Business leaders will need to take a different approach or solution for each stakeholder. Once needs are addressed, business success improves. (Location 398)
  • If People Are the Key, Value Is the Lock. (Location 428)
  • It is easy to assume that if your business has not been affected, you are impervious to these problems. Never underestimate luck. This time, you might have been lucky. What about next time? (Location 430)
  • Value is a word that twists in the wind. It is often associated with monetary worth, but the nuances of value are far more sophisticated. Value, like beauty, is in the eye of the beholder. (Location 444)
  • Context, available resources, history, needs, wants, timing, luck, and knowledge are just pieces of a whole set of variables that contribute to the final value, which will vary from person to person, over time, and across geographies. (Location 445)
  • Value is not absolute. Value is measured at that moment in time by both parties, under a specific context, in a specific location. (Location 447)
  • Value, once understood, will change your world. (Location 448)
  • Businesses are struggling because they are measuring the wrong things. Business leaders need to find and use things that are important to people and match their value. (Location 471)
  • When business leaders understand why customers come to them, they understand the value their businesses have. (Location 483)
  • Wealth is made by well-managed asset utilization, not by the time spent working on a job. That’s why we should be talking about the future of income, not the future of work. (Location 499)
  • A wealthy person does not make their money by working on a job. They leverage their assets to make money. What assets can you potentially leverage to make money? (Location 502)
  • There is no future of work. Transactional work is increasingly delivered by machines. Business leaders need to shift their thinking to the future of income. (Location 505)
  • The future of income is based on leveraging assets to create value, which will change depending on whom a business leader is dealing with. (Location 508)
  • Value is not about measuring time. It is about measuring worth. Business leaders need to measure their employees by the value they bring to the business. (Location 511)
  • The world may have changed forever. You need to change, but not forever. You need to change and then change again. (Location 540)
  • Business leaders need to write down everything about their current reality. It may be difficult, but they have to be honest and truthful about it. (Location 570)
  • “When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps.”
    Confucius (Location 674)
  • Business leaders should not be afraid to ask their community for help. Asking for help is not a weakness. It’s a strength because the community wants you to succeed and will benefit. (Location 724)v
  • A route is not the be-all and end-all of a transition plan. It is simply a pathway leading to the desired future state of the business. (Location 743)
  • The old rules might be replaced with new rules. Pay no attention. There are no rules. Rules are constructs, designed to ‘keep you in your lane.’ (Location 754)
  • People are now realizing that they are moving into the future of income, not work. The future of work was old contract thinking. The future of income is new contract thinking. (Location 776)
  • Business leaders need to ask themselves and their community what the current and desired future states of their businesses are. Only then can they start mapping out all possible routes to get there. (Location 807)
  • A new world provides an opportunity for business leaders to seize the moment. They should turn their focus to something that they love to do. They should be living to work and not working to live. (Location 811)
  • “Humanity now needs a paradigm of development that places economic power in the hands of people.”
    The PROUT Institute (Location 843)
    • Note: A quote from the PROUT Institute.
  • Human forces are constructs that were created and over many years, developed by humans. If we created them, we can change them. If something isn’t working, we can change it. There is nothing, absolutely nothing, that is a given, particularly in business. Business is constantly changing. (Location 871)
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