WorkTech is one of the best one-day opportunities you can find anywhere for learning the latest insights about the future of work and networking with fellow workplace futurists. And if you register at this link as a friend of The Future of Work…unlimited you will get a $100 discount off the registration fee.
As I have mentioned many, many times here and elsewhere, most leadership teams spend less than 3% of their collective time talking with each other about the future – of their company, their industry, and the world in general.
In my experience, most of us live day to day assuming that the future will be just like the recent past. We realize that there are some predictable trends, and that some things (like the weather) go through regular cycles, but for the most part we expect tomorrow to be similar to today.
Well, to be more accurate, we either expect sameness, or we are so overwhelmed by change, uncertainty, and innovation that we hunker down and live in fear that our lives are out of control. We worry – often rightfully so – about being blindsided by new products, new competitors, or new rules and regulations that put control of our businesses in someone else’s hands. And that kind of worry actually leads to believing, or at least hoping, that tomorrow will be just like today. Read more
This is an invitation to join an ongoing conversation about the future of work.
Do you often wonder where the future of work is headed? Do you have trouble keeping up with all the things impacting the workplace – factors like workforce demographics, new technologies, changing patterns of work, new physical workplace designs, changing social values, and so on, and so on?
We live in a dangerous and unpredictable world, and it often seems impossible to stay on top of everything that matters. I know I find it both frustrating and energizing to live in a world that’s changing as rapidly as ours is today.
The only way I know to stay sane in these conditions is to share both my confusion and my fascination with the future with friends and colleagues, and to learn together as we exchange experiences and insights. Read more
We have just celebrated Memorial Day weekend in the United States. It has been an opportunity to reflect on our good fortune as a country, but more importantly to give thanks for the millions of servicemen and servicewomen who sacrificed their lives to protect us in way too many wars.
But this time of pausing and reflecting also got me thinking about how the working environments where most of us spend most of our waking hours have changed over the past twenty years – and will change even more going forward.
Those of us of a certain age can remember when our families sat down in front of the big box in our living rooms that brought us the 6 o’clock evening news. We shared that experience with our neighbors near and far; most of the country absorbed that information at the same time, and from one or the other of the three major networks that brought us all the television news and entertainment.
And most of us had one telephone somewhere in the front hall or living room; but we only used it for short, functional conversations with our neighbors and nearby relatives (calls were billed by the minute, after all). Once a year we might call a distant grandparent for a short “Happy Birthday” or “Happy Holidays” message; long distance calls were prohibitively expensive and the sound was often tinny and full of static.
In short, we didn’t have much choice in how we got our information or stayed in touch with out-of-town family and friends. Our world was relatively limited.
And the way we worked was very similar. Read more
I was recently interviewed by Social-Hire as part of their Expert Interview program. It was a wide-ranging conversation about the changing nature of the workforce, the need for a radically new kind of organizational leadership, and how to attract and retain talent in this age of networked knowledge that we’ve created.
Here is a brief excerpt that reflects my perspective on why so many of us are frustrated and discouraged about our work experiences: Read more
WorkTech is one of the best one-day opportunities you can find for learning the latest insights about the future of work. Phillip Ross and his Unwired Ventures team always assemble a mind-bending and eye-opening program filled with success stories, thought leaders, and provocative insights.
Architect, industrial designer, and visionary thinker Robert Luchetti will be keynoting the annual WORKTECH15 New York City conference on May 13 & 14, Time and Life Building in Midtown Manhattan (The one-day event is May 14, preceded on the 13th by a special Master Class featuring intensive interaction).
Robert Luchetti and Phillip Stone published “Your Office is Where You Are” in the Harvard Business Review in 1985. In this seminal article, they presented their creation of and predicted the concept of “activity based working.” In his keynote presentation at WORKTECH15, Robert Luchetti will revisit their predictions and take a critical look at what they got right and wrong and present a critique of the current state of the workplace.
“Plans are nothing; planning is everything.”
All too often as executive teams attempt to develop visions of the future and define strategic plans for growth and profitability, they descend into arguments focused on differing predictions about the economy, or technology, or the workforce.
Or they become distracted by “bright shiny objects” like powerful new technologies (driverless cars, voice recognition, holographic distributed meetings – you know what I mean) that may be fascinating but usually have little to do with their own business.
Like so many other areas of organizational leadership, developing new kinds of conversations and new forms of inquiry about the future are critical components of organizational leadership.
Historically, strategic planning was all about focusing an organization’s attention on a particular marketplace and ensuring that it had the operational capabilities to compete effectively in that market segment. And today most strategic plans continue to make explicit assumptions about future trends, estimated probabilities, and include educated guesses about what’s going to happen.
However, in today’s highly volatile and unpredictable world, assuming any kind of predictability in the marketplace can be fatal. Traditional strategic planning is worse than useless when dealing with the uncertainties of today’s economy. Indeed, I believe that traditional thinking about the future, as if it were actually singular, and knowable, is downright dangerous. Read more
The IFMA Foundation Workplace Strategy Summit will convene in just two weeks at Wokefield Park, just north of London (8-10 June). There are still seats available, and you really don’t want to miss this very special event. Attendance is limited to 160 of the smartest, best-informed workplace experts in the world (including you, if you register now).
My most recent “Talking About Tomorrow” hosted conversation was deep into a fascinating discussion about the “consumerization” of the workplace, when one of the participants commented “I think the smartphone has had a bigger impact on the workplace than the laptop ever did.”
Really? Hasn’t the laptop practically replaced the standard desktop computer, reduced space requirements, cut costs, and enabled millions of workers to work almost anywhere? How could a mobile phone even dream of having as dramatic an impact on the way we work?
Stay with me for a moment.
As a self-proclaimed workplace futurist I get asked all the time “What will the future of work really look like?” And it’s an appropriate question to contemplate at the end of the year, which is always filled with both looking back and looking forward.
But rather than pretend that I can tell you anything definitive about the future of work, instead I want to offer some observations about why predictions of any kind are difficult, and could even be dangerous.
At home my wife and I have a “simplistic” refrigerator magnet that keeps us on our toes:
Think about it; each of us creates the future one moment at a time, one day at a time, every day.
The future unfolds as a global group exercise in decision-making, learning, and responding to other people and external events. Each day and every event comes into being as a complex combination of natural occurrences, millions of
individual choices, and secondary responses to
what has just happened.
Of course there are many recurring patterns and experiences that we can anticipate reasonably well even 10 or 20 years in advance. The American humorist Mark Twain reportedly once said “History may not repeat itself, but it rhymes.” Read more