2014-23-June-Traffic-Jam.jpgThe Talent 2025 conference that took place a few weeks back gathered an audience of high ranking HR people from a wide range of organizations. I presented to them my vision of collaboration in 2025 (which will be discussed in a later article). Bob Johansen, former president and board member of The Institute for the Future (IFTF, Palo Alto, Calif.) and current distinguished fellow gave the talk prior to mine, speculating what things will be like 10 years from now.

Let's look at what Johansen predicted and what I did, and where they overlapped.

Johansen’s strategy is to look for “signals” which will indicate future trends. I look for trends which will predict behaviors. For a trend I may need to see multiple data points moving in the same direction. A signal on the other hand is picked out of a great deal of “noise,” but Johansen has been able to discover trends with just a few signals. That is why most predictions start with an identified signal.

Signal: HR Has Been Operationalized

Johansen's first admonition to the HR executives was to “be bold” to change the HR mindset (which has gotten you to the bottom rung on the corporate ladder). HR is the bottleneck at the top of the bottle. Transformation and change require courage, but also must show results. As an HR person you have to “own” the change -- localize it, connect with others about it, understand and help your leaders understand the societal implications of this change. Rather than HR think of it as “Human Resources,” make it a much more “human” sounding process. After all, people are the most critical resource in any organization.

One of the best questions to ask in any work area or process is “what will disrupt me?” In the Human Resources area I believe most of the disruption signals we are seeing are from “digital natives” (those who are 18 or younger in 2014). They will disrupt pretty much everything, not just HR. As Terry Kelly, CEO of W.L. Gore said, “focus on the next generation of leaders, not on today’s leaders.”

Here are some recommendations of skills future leaders will need:

  • The Maker Instinct
  • Commons Creating
  • Rapid Prototyping
  • Smart Mob Organizing
  • Clarity -- understand where you are going, but be flexible about how you get there
  • Dealing with Dilemmas -- hard problems to solve, and you can’t solve them too soon or too late
  • Immersive Learning -- it’s uncomfortable, but the way to learn today and in the future
  • Bio-empathy -- apply the rules or mechanisms of nature to business
  • Quiet Transparency -- no more “rock star” leaders -- they are just a bigger target
  • Humility -- respect for what both you and others have done

Johansen's new book “The Reciprocity Advantage: moving from competitive advantage to mutual benefit partnering" delves into these leadership traits in more detail. He writes about how to apply them to deal with the future, and how to become the leader you need to be to deal with the future.

Signal: Maker Movement

If you've ever attended the Maker Faire, which happens every spring in San Mateo, you understand what this signal is. There are hundreds of Maker Faires today, in New York, Paris, Detroit and even at the White House. Makers are from any age group, but many of the most innovative makers today are in their teens. It’s like a science fair gone wild! There are directions attached to each thing made, explaining how you can make it yourself. The focus is on sharing and improving something rather than hiding it and then springing it on the market the way most companies do today.

We are starting to see clear signals of this from industries. Elon Musk, the charismatic and future thinking CEO of Tesla just announced last week that all Tesla patents would be made public. Musk is running Tesla more like an open source software company than a traditional car company. Howard Shultz, the innovative CEO at Starbucks just announced that their employees can attend an online university with Starbucks picking up the tab.

People at Maker Faires are building robots, sculptures for Burning Man, solutions for dealing with Global Warming, new battery technologies and often software. Here is where Johansen sees a fork in this signal: the Maker instinct in software is generating Hackathons (an event where teams of people come together to build new solutions to a difficult problem in a 24 to 48 hour sprint). While Makers are modifying the Xbox One game controller for those with Muscular Dystrophy, others are having a two day hackathon about Bluetooth LE and are documenting everything for those who come after.

Here people are sharing tools for Making, such as creating a basic grammar for Making (a Wikipedia for making). Making is about getting the crowd involved. GitHub is a great example of this. As a distributed group of people can use this software to collaborate, review and manage code for open source or private projects. Other signals from the Maker area are: 3-D printing, building human-centric supply chains and revolutionizing learning (i.e., extreme or social learning).

Signal: Task Specific Work, Freelance Work

More and more jobs today are untraditional. We are moving into a period where you create your job. There are services available today that support this Freelance economy like Odesk and Task Rabbit. I found the woman who built the latest iteration of my website on Odesk. Task Rabbit helps you find someone to do your “to-dos” for a price (e.g., someone to pick up your dry cleaning). One of the most commonly requested tasks on Task Rabbit is to assemble IKEA furniture (for anyone who has tried, the small fee is worth it).

If you are thinking these are just part time jobs, look at what Uber and Lyft are doing to disintermediate the taxi and limousine businesses. A great example of this is a long taxi line for pick-ups at the airport. Instead of an interminable wait, you go online arrange a ride on Uber and two minutes later you are on your way home. Johansen noted that although many people use these freelance services as a source of part-time work, Odesk has a programmer as one of its members, who makes $135,000 a year (an average programmer in Silicon Valley makes $80,000 - 100,000 a year), so many of these freelance jobs can pay as well or better than traditional employment.