Connecting not Cocooning

Technology is a tool that should empower us to reach more people and bind us together, connecting communities, workplaces and ideas. Although technology helps create great individual experiences, social interaction is a basic need and fundamental part of humanity, and we must encourage against people locking themselves away in their rooms for hours on end, especially at meal times.

As part of this humanisation endeavour, here is an interesting story to share: a law firm research revealed that the senior management profile pages (usually found under About Us) of its website were the most visited. So the firm decided to turn up the spotlight, including the addition of video interviews with its lawyers which included answering unconventional questions!

The message was: you wont find corporate stuffed shirts here; we are real people who value relationships with other real people. I like that. Put technology to use as a platform to inject some personality into our companies and humanise what we do. It’s about people. It always is.

Naivety and inexperience are essential

I came across an enlightening interview with Chinese contemporary artist Ai Weiwei where he was asked how young people affect his work.

Rather than turn his nose up or scoff at the question, he replied that the young generation is amazing. He said “they have less of the burden of history, but a clear sense of right and wrong.” He went on to say that they have more imagination than their parents and they are naive and full of inexperience – but it is this naivety and inexperience that are essential for creativity and being brave. Isn’t that refreshing?

By 2025, this generation will make up 75% of the workforce and the important thing is not just that they might bring new ideas and values, it’s that there are going to be so many of them. They will be the largest generation ever to enter the workforce – so how do we make our products, our services and our companies attractive enough so they choose us?

Secret Weapon

old_cincinnati_library_smallThis is a little story about the secret weapon of a specialist independent bookshop in London. It was shared with me by an individual passionate about books and life in general, and that alone means it’s worth relaying – but beneath lies an important statement about our future.

Today where most things are instant and short-term, where we consume online and read on smart devices, what chance has a small book shop against the giant online stores and discounters? There is not a single book in the store that customers cannot buy cheaper elsewhere.

But the store has a secret weapon. Her name is Claire. She works there and she knows most of the books that pass through the front door – her product knowledge, her people skills and service means people go back and buy again, having decided their loyalty means something to the bookshop.

People continue to make a difference, whether an independent bookshop or an enterprise that spans the globe. With automation on the increase, great people stand out more than ever. It’s about people – it always is.

PS. The little photo is the old public library of Cincinnati, with cast-iron book alcoves, spiral staircases several stories high and marble floors. Sadly it was demolished and the stunning building is worth remembering.

From Mad Men to Math Men

2022 Skills OutlookI had a lot of fun presenting at an uplifting Pearson event in London recently and we talked a lot about millennials, their expectations, work styles and torn jeans!

The World Economic Forum’s latest Future of Jobs Report underlines the need for analytical thinking, innovation and creativity, but I sense it is important not to run down a path that promotes only the STEM subjects and instead also takes into account the significance of humanities and soft skills as part of our well-rounded future workers. Data crunching isn’t much good if the individual cannot articulate the findings with her colleagues.

I stand by what I said at the session – I don’t think the needs of millennials are wildly different to when I was searching for work in the mid-1980s. Yes, they operate slightly differently; yes, the major shift is that there are so many of them entering the workforce at once so there will be style changes (no 9-5 is one example), but the good old-fashioned needs of making a contribution to something important and a career in which they can visualise growing and succeeding remain the major motivators.

I recognise that the Don Draper character from the Mad Men world of advertising in the 1960s isn’t well placed for our times, but we don’t all have to be brilliant mathematicians like John Nash from the movie A Beautiful Mind either. There is a place for all of us.

Automate the work – humanise the jobs

Let’s make a further case for humans: there was a great feature in this week’s Sunday Times on President and CEO of Hewlett Packard, Antonio Neri. Talking about artificial intelligence and how it relates to his business, he said, “AI will not replace human beings, but will enable human beings.” He goes on to say they are making their infrastructure more intelligent and reliable, thus allowing humans to focus on innovation.

I truly endorse this and want to underline that we need to automate the work and humanise the jobs – let the machines do the mundane and our teams add value to our customers.

It will help give purpose back to our people.

Are things really changing?

Somebody prompted me to write this, by asking earlier this week, “Are things really changing?” I think they wanted me to say “well, not really” so they could go back to doing the same thing in the same old way, probably because it would be easier to do so.

We don’t have the space here to quote all the areas of change, but one of the most impactful will be the demographic shift. Populations in the US and UK especially are aging: in the US 10,000 people turn 65 every day.

By 2035, the number of Americans that will be of retirement age will be larger than the number of people under 18 for the first time in US history. It is a setup that has never been experienced before, plus it will be interesting to watch 5 different generations all interacting in the workplace with their varying characteristics and demands.

Sprinkle over the top some of the unchartered trends and behaviours and we have a melting pot of transformation; an experienced 55-year old protects their information and doesn’t share too much, whereas an 18-year old is upset if the public doesn’t read and respond to their weekend exploits. This change in living very public lives will be an area of contention and yet this is just one behaviour that is cascading down to organisations and forcing them to rethink.

No one quite understands millennials but they are hugely important to the future – they will have different views, ideas and work styles for sure, but more importantly they will make up 75% of the workforce by 2025. There will simply be so many of them and they are going to be the largest generation ever to enter the workforce. We need to attract them on their terms, or they will choose not to work for us.

Remember the (recruitment) ‘milk round?’ Back in the ‘80s we used to attend job fairs wearing horrid ties pleading for companies to give us a chance. Today, organisations must shift from creating an environment where they assume that people need to work there to one where people want to spend their time.

We are mobile, geographic boundaries do not exist, attitudes are disruptive and the work day is being redefined. I feel sorry for companies that refuse to change. I feel more sorry for manufacturers of mens ties!

Women in Learning & Leadership

I was proud to be invited to speak at the Women in Learning & Leadership (WILL) event today in Manchester. It was a great meet with some very good speakers and lots of interaction and participation – Pearson at its best!

I opened with a quote from Accenture that stated digital is the main reason half the companies have disappeared from the Fortune 500 since the year 2000, and we delved into technologies impacting the workplace, education trends we need to be cognisant of and especially the need to attract and retain the best talent.

I referenced one well-known UK businessman who said, “You have to Kill Your Business,” and whilst dramatic, I agree that you have to embrace digital transformation and do business totally differently. We lamented the demise of Nokia and a former CEO made a great comment that they didn’t do anything wrong necessarily, but somehow the industry disrupted around them. The frightening aspect of this is that the traditional graph with a 30-degree growth line is now even referred to as the “path of doom;” in other words, if you are only growing at that rate, you may not survive the disruption. Plus those that are complacent are at greatest risk.

We don’t own our ideas for very long either, according to a former Marketing Officer of McDonalds – today we own our ideas “for about an hour and a half” before somebody is snapping at our heels updating and improving what we started. A simple yet great line cited from Cisco Chairman John Chambers summed it up: “It’s no longer a question of if or when the digital revolution will happen, we are in the middle of it.”

Somebody asked about AI in education: educators and teachers must not stop the drive of AI in the classroom; it is in the real world so if we don’t introduce it into our learning, the next generation wont be ready when they go out to the workplace – we must think of the future.

I closed by using the Fox and Hedgehog story to answer a question about why Pearson VUE is so successful at what we do – we have a laser focus on what we do and we hire and develop the best people.

Silver is worth more than gold

I read a series of articles and opinion pieces about developing young leaders and the importance of doing so in light of the retirement statistics of Baby Boomers.

According to Harvard Business Review, 10,000 Boomers will retire every day over the next decade. This is great for young people, who will have the opportunity, and have to be ready, to assume some of the roles made vacant; plus in many cases they will be fast-tracked by their companies into these positions to address skills gaps.

So with that companies are targeting millennials with the majority of their advertising, after all by 2030 the millennials will make up almost 3 out of 4 members of the workforce.

But pause for thought – are we ignoring some people? We know that the silver surfers have all the money and they know how to spend it (largely on leisure). In addition, as Tom Peters tells us in his inspiring way, women make most of the key decisions, so why does advertising continue to ignore them? I think we may be missing a trick here and not just for allocation of advertising spend. Sure millennials will be an important audience in 10 years, but why wait? Target the most important groups today, because they are ready to spend.

It seems to me the silvers are worth more than gold futures, at least for now.

True Grit

JohnWayneI spent today at a client, talking futures and opportunities: smart people, open discussion, transparency; the most productive forum for communication.

As I travelled back (reading The Culture Code by Daniel Coyle and doing 3 things at once), I remembered something about people making connections and it is worth a note.

Many commentators talk about the human side being just as important, if not more so, than skills or IQ these days. Recruiters look for accomplishments outside the norm, such as inventions, entrepreneurial achievements and especially how an individual has come from or dealt with difficult circumstances.

With soft skills carrying more weight in hiring decisions, those that can show courage, perseverance, resilience as well as an openness and willingness to learn, will win the day in future. This is defined as grit, and some even pattern-match to find people that have these gritty characteristics. It’s part of our evolution and only today we talked about traditional education transforming in response to digital technology and culture – industries will move ahead without us if we don’t change.

One final consideration – no mention of the word “technology” in grit. We are in the people business. We always will be.

(Image to the right: the legendary John Wayne from the Western ‘True Grit’, 1969).

Humans turning robotic – robots becoming human

I enjoyed being part of an engaging panel session at the CompTIA Annual Member & Partner Conference in London where we talked about skills and employability, and how employers continue to struggle to find the people to meet their needs.

Well how about the baby boomers (born 1946-1964) and Generation X (born 1965-1976)? We have the time, wherewithal and the experience, and more often than not the resilience to compete. That determination is manifesting itself by standing our ground – we won’t give in easily, to age or to retirement plus we can handle the demands placed on us.

I suppose technology isn’t helping us, but is it really tech’s fault? Haven’t we brought this on ourselves? Are we just obsessed with being online and staying connected for more and more hours throughout the day, waking at 4am for a sneak peek at email and responding to the last of the day’s messages with drooping eyelids 20 hours later? Moreover, if you are in a business that covers all time-zones of the world, does it ever stop?

We need to remind ourselves what humans are good at and take a good look at the work and roles that machines cannot do as well as humans in future. We need to reassert and take control, yet isn’t it ironic that we have become robotic in automating our lives, at precisely the time that robots endeavour to become more human.