Christopher Mims predicts that artificial intelligence will increasingly put white collar, professional workers out of work. That means people who blog. 🙂 Muriel Clauson, of Singularity University, says “Education is often touted as the answer to the skills gap, but it is generally a blunt instrument.” She recommends this system:
First, break down every job into the smallest tasks. Then, figure out which of those tasks can be automated. The jobs that include those tasks are the ones at risk.
Second, assess what skills each person has, and compare those skills with the tasks, across all of the jobs, that can’t be automated. That would give you a pretty good idea of how to match up people with the remaining jobs. Each person would probably be missing a few of the tasks for any given job, so this “task mapping” assessment system would tell you how to design universities and other educational organizations.
I’ve always been nervous about designing education based on what jobs currently exist. It’s because today’s jobs are always going away, or transforming, and new jobs are emerging all the time. Those new jobs often involve new “tasks” that wouldn’t show up using any system based on today’s jobs. So the real challenge faced by education reformers, and education researchers like myself, is: What are the deeper, higher level skills that apply broadly across a wide range of tasks? Those are the skills that make you adaptable, ready to grow and change with the economy.
In my 2007 book Group Genius, I predicted that the organization of the future would drive innovation with collaboration.
In the ten years since, this prediction has largely come true. Yesterday the Wall Street Journal described how several big companies have shifted to a more collaborative, more innovative organizational structure–enabled by collaborative software that didn’t exist back in 2007, like Slack or Microsoft Teams. This is a big reason why I’ve written a second edition of Group Genius (to be published later this year).
New data-driven capabilities are breaking down barriers between formerly siloed business units, flattening out management structures and streamlining production processes, prompting many firms to redraw leadership roles and responsibilities.
Companies moving toward innovative structures include Equifax, Liberty Mutual, and Procter & Gamble. For example, Equifax is moving to “small, cross-functional teams”. And the role of leaders changes, too: “rather than issue top-down directives, these managers instead strive to help self-directed teams leverage collaboration and sharing tools.” Managers are changing from “dictating how things should be done” to acting more like coaches who guide collaborative teams.
My own research on collaboration and creativity explains why and how this works: Innovation emerges, bottom up, from improvisational, nonlinear, and unpredictable processes. The organizations that can channel and foster this bottom-up, emergent process, will be the winners in the innovation competition of the future.
The organizational structures and cultures that lead to innovation have always been collaborative, distributed, and improvisational. Even before the Internet, a few rare organizations were able to design for innovation and collaboration. But today, Internet-based collaboration software is making it a lot easier for companies to shift to innovative organization designs.