I’m on a flight to Aberdeen to chat to some folk about the future of work. I’ve just read a piece by Tim Harford in the on board magazine about how we ignore less glamorous inventions in favour of exciting and more obviously revolutionary technology. Barbed wire and shopping containers. We undervalue the change those things have allowed. It’s very inconvenient to read this as I’m off to talk about technology driven change.
One of his final points is that we need to ask of any new invention ‘what else would need to change to enable this to have impact?’. There is no doubt that some of the things I’ll be talking about today not only will drive change, but need change to take place for them to be a success. All too often we think of technology as the solution to problems – without thinking about how it works for us and how best to work with it.
Sometimes what needs to change is the way we work. Sometimes what needs to change is a process. Sometimes it is thinking.
As a thought experiment imagine you thought of people as technology (I promise not to call them human capital). If you were introducing people into work for the first time them what would we need to change to enable them to be a success?
If we focused on people as the source of competitive advantage rather than waiting for technology then how would we support them?
It’s probably a false choice. It is the two together. But our greatest creation is arguably the next generation of shapers of work and technology – what are we doing to get the best out of them?