Discover and read the best of Twitter Threads about #ManagingTheFutureOfWork
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And that's a wrap!
The semester is over - our @HarvardHBS MBA course on #ManagingTheFutureOfWork is complete
Thank you to everyone who has followed along & engaged with us along the way
You can find all the classes at the end of this thread. We welcome thoughts & please share!
The semester is over - our @HarvardHBS MBA course on #ManagingTheFutureOfWork is complete
Thank you to everyone who has followed along & engaged with us along the way
You can find all the classes at the end of this thread. We welcome thoughts & please share!
After a semester of work, students felt both optimistic and pessimistic about the future of work. Exponential growth of technology allows for unimaginable innovation - but linear change in our ability to adapt to that growth means institutions (and people) will be left behind.
Students agreed on principles that would help make this change positive, such as:
-All voices need to be at the table
-Healthy innovation & growth requires private & public sector contributions
-Cementing small wins will ensure positive momentum for larger changes
-All voices need to be at the table
-Healthy innovation & growth requires private & public sector contributions
-Cementing small wins will ensure positive momentum for larger changes
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 26 discussed @GTR_link's efforts to attract investment into the rural Mississippi region: hbsp.harvard.edu/product/818089…
I share a few key ideas from each class that sparked conversation.
Class 26 discussed @GTR_link's efforts to attract investment into the rural Mississippi region: hbsp.harvard.edu/product/818089…
MS' Golden Triangle Region holds a rich manufacturing history, but plant shutdowns and job losses hit GTR hard from the 1980s thru early 2000s.
GTR Link's mission is to restore jobs and create growth by attracting new companies (especially in advanced manufacturing).
GTR Link's mission is to restore jobs and create growth by attracting new companies (especially in advanced manufacturing).
To do this, GTR first needed to show prospective investors that it had a workforce ready to do high-skill manufacturing work. This was a challenge, and required pushing forward the region's workforce.
GTR Link COO @mkwhitaker on the reskilling that needed to happen:
GTR Link COO @mkwhitaker on the reskilling that needed to happen:
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 25 analyzed @wgu, an online college & credential provider with big ambitions (#819-093, forthcoming).
I share a few key ideas from each class that sparked conversation.
Class 25 analyzed @wgu, an online college & credential provider with big ambitions (#819-093, forthcoming).
With costs spiraling & resulting skills often missing workforce needs, the US education system needs an overhaul. WGU addresses these problems by using online scale to offer lower prices ($6k/yr!) & being flexible enough to build/deploy new competencies quickly for students.
WGU serves >100k students each year and is growing ~ 20% p.a. It has students in all 50 states and has partnerships with community colleges and unions. WGU particularly serves adults with jobs/families and populations historically under-served by 4-year colleges.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 24 looked at @GetIntoEnergy's work to assess skills gaps in the energy industry & develop pipelines to address them (case #818-081)
I share a few key ideas from each class that sparked conversation.
Class 24 looked at @GetIntoEnergy's work to assess skills gaps in the energy industry & develop pipelines to address them (case #818-081)
CEWD is a non-profit industry consortium born in 2006 to combat emerging industry-wide skills gaps (the "silver tsunami"). It has since developed innovation guides for energy companies to use to develop better talent pipelines and ensure up-to-date skills development.
CEWD's work helps companies reach out to many groups, including veterans and minorities, and reaches deep into the school system - if you don't get them excited while young, it gets much harder later on. Executive Director @arandaz gave some examples:
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 23 covered Jump-Starting America, @baselinescene & @jonathangruber1's plan to renew US cities thru innovation: amazon.com/Jump-Starting-…
I share a few key ideas from each class that sparked conversation.
Class 23 covered Jump-Starting America, @baselinescene & @jonathangruber1's plan to renew US cities thru innovation: amazon.com/Jump-Starting-…
Their plan is to invest $100bn into basic R&D in middle America cities to spur breakthrough innovations, attracting talented people and unlocking growth
Research supports the idea, and the authors harken back to the US post-WW2 prosperity when public R&D was much higher.
Research supports the idea, and the authors harken back to the US post-WW2 prosperity when public R&D was much higher.
Should interventions be place-based (as in Jump-Start) or universal (eg, broadband access)? A trade-off exists for likelihood of success vs widespread benefits.
Simon & Jon see place-based as politically feasible, and they propose an Innovation Dividend to spread out the gains.
Simon & Jon see place-based as politically feasible, and they propose an Innovation Dividend to spread out the gains.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 22 looked at @CareerWiseCO's implementation of apprenticeships in Colorado & expansion to new states (case 319-001, forthcoming).
I share a few key ideas from each class that sparked conversation.
Class 22 looked at @CareerWiseCO's implementation of apprenticeships in Colorado & expansion to new states (case 319-001, forthcoming).
A recent report coauthored by @JosephBFuller and @Burning_Glass estimate 3m or more jobs in the US could benefit thru apprenticeships and provide holders greater upward mobility… While apprenticeships are popular in Europe, the models need to be fit to the US context to work
Adapting the Swiss model, CWC shifts high school juniors & seniors in CO into part-time apprenticeships in key industries (eg adv mfg, IT, fin services) to provide career-based training & skills development. Founder @noelforcolorado explained why he pursued the model:
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 21 examined the middle skills gap & discussed ways employers can close it. @JosephBFuller's Bridge the Gap: hbs.edu/managing-the-f…
I share a few key ideas from each class that sparked conversation.
Class 21 examined the middle skills gap & discussed ways employers can close it. @JosephBFuller's Bridge the Gap: hbs.edu/managing-the-f…
Bad middle skills pipelines are costly: attrition costs colleges $16bn & bad hiring costs employers $150bn. There are many reasons:
-The pipeline has leaks
-Signals w/in the system are weak
-Skills become obsolete faster today
-Education is expensive
-US public investment is low
-The pipeline has leaks
-Signals w/in the system are weak
-Skills become obsolete faster today
-Education is expensive
-US public investment is low
Trends in employers' skills needs are complicating solutions. @Burning_Glass' report emphasizes the rapid growth of "hybrid jobs" that combine new skill requirements together not seen before. Foundational skills are changing - rapidly.
burning-glass.com/research-proje…
burning-glass.com/research-proje…
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 20 looked at policy proposals for potential job displacement like UBI, federal job guarantees, and an expanded EITC (case 819-035).
I share a few key ideas from each class that sparked conversation.
Class 20 looked at policy proposals for potential job displacement like UBI, federal job guarantees, and an expanded EITC (case 819-035).
With tech reshaping the economy, policies like UBI & a federal job guarantee have become popular as ways to boost the safety net & handle change. Class considered three key features of these policies: whether they are universal, means-tested / targeted support, or work-connected.
Some thought universality a moral principle, others said the ethical way is to target aid to neediest. All agreed progressivity is important but the mechanisms (eg tax back UBI) for achieving it varied. And the EITC earned high marks for its success in bringing people into work.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 19 was our second discussion of students' plans to manage the future of work! We discussed mini-cases based on their companies.
I share a few key ideas from each class that sparked conversation.
Class 19 was our second discussion of students' plans to manage the future of work! We discussed mini-cases based on their companies.
@rex_change uses AI to match home buyers to sellers & offer a lower fee. It's working to allocate tasks - eg use agents or gig workers to show homes? Class also wondered: is lower cost REX's selling point or is its matching tech what brings the real value?
rexhomes.com
rexhomes.com
One student aims to build skills pipelines in Indonesia (youth unemployment >15%). When designing her pilot, what KPIs should she focus on: raw skills dev? post-program employment? Class thought successful employment transitions showed ROI best & would ensure sustainability.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 18 considered management in the future of work context, including how to build stronger talent pipelines (HBS primer forthcoming).
I share a few key ideas from each class that sparked conversation.
Class 18 considered management in the future of work context, including how to build stronger talent pipelines (HBS primer forthcoming).
Businesses often create their own problem: by imposing unnecessary barriers to employment (eg, degree inflation, not having "care culture"), they drive up the cost of their own labor.
Instead, firms should adopt supply chain principles in thinking about how they develop talent.
Instead, firms should adopt supply chain principles in thinking about how they develop talent.
Class debated challenges to adopting this mindset. Does investing in training pay off, or does it subsidize competitors who poach upskilled employees? Is the data to systematically assess and develop talent available? Here's @josephbfuller on the issue: uschamberfoundation.org/sites/default/…
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 17 put our case studies in context by examining the economics of the future of work. #ManagingTheFutureOfWork meets #econtwitter!
I share a few key ideas from each class that sparked conversation.
Class 17 put our case studies in context by examining the economics of the future of work. #ManagingTheFutureOfWork meets #econtwitter!
Workers' prospects have diminished over the past 50 or so years, particularly at the middle-skill level:
-Inequality has grown
-Labor's share of the pie and wages have declined
-Overall labor force participation, especially among prime age males, has peaked and is declining.
-Inequality has grown
-Labor's share of the pie and wages have declined
-Overall labor force participation, especially among prime age males, has peaked and is declining.
At the same time, demographic trends are putting growing pressure on the economy and the workforce. As the population ages and rising female labor participation plateaus (this has been a main driver of growth since 1950), future GDP growth is under stress.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 16 discussed @ChickenTakeover's approach to talent development & its plans for growth (Case No. 819-078): politico.com/magazine/story…
I share a few key ideas from each class that sparked conversation.
Class 16 discussed @ChickenTakeover's approach to talent development & its plans for growth (Case No. 819-078): politico.com/magazine/story…
Based in Columbus OH, Hot Chicken Takeover makes delicious Nashville Hot Chicken… yummy, esp with Miss B's banana pudding to follow!
As important, Hot Chicken Takeover is a "fair chance" employer. Target employees include those with criminal records, a history of drug use, homelessness, etc. People with criminal records, for example, face extraordinarily higher unemployment rates.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 15 considered @STRIVRlabs' approach to improving training using virtual reality: hbsp.harvard.edu/product/E590-P…
I share a few key ideas from each class that sparked conversation.
Class 15 considered @STRIVRlabs' approach to improving training using virtual reality: hbsp.harvard.edu/product/E590-P…
Originally targeting NFL QBs, STRIVR now provides VR training for Walmart's frontline workers. It made this pivot because the prep process is the same: replicate setting, minimize cost of failure, & practice makes perfect. All translate to *anyone* improving work performance.
Students tested the Walmart VR training. Most found the tech interesting, esp how it focused attention in an immersive platform, but some argued the training could have been delivered as effectively online.
STRIVR reports VR improves knowledge retention by 70% over alternatives.
STRIVR reports VR improves knowledge retention by 70% over alternatives.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 14 discussed the future of unions and organized labor.
I share a few key ideas from each class that sparked conversation.
Class 14 discussed the future of unions and organized labor.
Union membership has steadily declined over the past 50 years, but the majority of class predicted union ranks would hold steady or grow by 2030. Why? 1) Unions could provide training for skills acquisition, which is vital to future of work…
& 2) serve as rallying points for increasingly disenfranchized workers. Younger ppl view unions particularly favorably. Almost 70% of 2018 Pew survey respondents ages 18 -29 said they favorably viewed unions. Only 46% of the same group viewed biz favorably
pewresearch.org/fact-tank/2018…
pewresearch.org/fact-tank/2018…
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 13 was devoted to students' plans to shape the future of work! We discussed mini-cases based on their companies.
I share a few key ideas from each class that sparked conversation.
Class 13 was devoted to students' plans to shape the future of work! We discussed mini-cases based on their companies.
1: @conveyiq's candidate management system. Well-positioned in the market, ConveyIQ sees automated text & video interview analysis as a big growth area. Class worked on requirements for tech performance & whether recruiters would feel augmented or replaced
conveyiq.com
conveyiq.com
2: @dexairobotics' robot Alfred, which integrates into food service workflows & aims to eliminate large turnover/staffing issues. Class worked on how Dexai can show ROI and how Alfred will change the nature of future work for food service staff
dexai.com/saladvideo
dexai.com/saladvideo
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 12 looked at Walmart's efforts to compete in the age of ecommerce, including by revamping its workforce (case 819-042).
I share a few key ideas from each class that sparked conversation.
Class 12 looked at Walmart's efforts to compete in the age of ecommerce, including by revamping its workforce (case 819-042).
The Great Recession hammered lower-skill workers: even in the recovery, employment numbers have been lagging. Walmart, the US' largest private employer, employs a significant proportion of lower-skilled workers - changes it makes have national impact.
Beginning in 2015, Walmart (under new CEO Doug McMillon) made a series of investments in its workforce, which required greater skills for handling groceries, increased customer service, etc. At times, the market hammered Walmart on announcing these investments, but they stuck.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Classes 10 & 11 focused on the care economy. Check out @JosephBFuller & Manjari Raman's recent report: hbs.edu/managing-the-f…
I share a few key ideas from each class that sparked conversation.
Classes 10 & 11 focused on the care economy. Check out @JosephBFuller & Manjari Raman's recent report: hbs.edu/managing-the-f…
Demographic trends have reshaped the economy. Rising women's LFPR was the largest driver of US GDP growth since the 60s, but this force has plateaued and the population is rapidly aging. The Care Economy is vital for keeping the workforce strong in numbers and productivity.
Antiquated workplace policies don't reflect well the role of women in the economy and the care responsibilities that all workers can face, from young kids to elderly parents to both at once (the "sandwich" generation).
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 9 continued our discussion of the contingent worker economy, incl Google's "shadow workforce" of contractors: vox.com/2018/12/7/1812…
I share a few key ideas from each class that sparked conversation.
Class 9 continued our discussion of the contingent worker economy, incl Google's "shadow workforce" of contractors: vox.com/2018/12/7/1812…
TVCs (temps, vendors, contractors) make up ~50% of Google's workforce. TVCs recently protested that they deserve similar benefits (healthcare, paid vacations) & information (they're excluded from town hall meetings & other internal communications) as FT workers they work beside.
Class was very divided on how Google's CEO should respond to the TVC protests and the appropriate future size and function of TVC work. Most debate focused on the role of systems coder, and the thicket of operational, legal and ethical issues surfaced about TVCs. No resolution!
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 8 discussed @GoCatalant, an agile operating platform for knowledge workers that serves many top US companies: hbsp.harvard.edu/product/817103…
I share a few key ideas from each class that sparked conversation.
Class 8 discussed @GoCatalant, an agile operating platform for knowledge workers that serves many top US companies: hbsp.harvard.edu/product/817103…
Co-CEO @BiedermanRob discussed how Catalant provides access to scarce skills through gig work, especially for firms outside talent clusters, and the infrastructure to support project-based work.
The class forecasted the share of gig work w/in large employers to double by 2030.
The class forecasted the share of gig work w/in large employers to double by 2030.
3 lessons:
1-Future of work solutions often fall best with CEOs/BU leaders who see the whole organization
2-Firms must balance expedited gig access w/ internal talent dev for LT priorities
3-Knowledge retention w/in firm post-gig-project requires careful upfront planning/tools
1-Future of work solutions often fall best with CEOs/BU leaders who see the whole organization
2-Firms must balance expedited gig access w/ internal talent dev for LT priorities
3-Knowledge retention w/in firm post-gig-project requires careful upfront planning/tools
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 7 looked at global talent & knowledge flows in today's economy, picking up on their importance to ING and Osaro.
I share a few key ideas from each class that sparked conversation.
Class 7 looked at global talent & knowledge flows in today's economy, picking up on their importance to ING and Osaro.
The Big Shift, by @jhagel, @jseelybrown & @langdavison, argues that quality access to flows of knowledge are now more important than accumulated stocks. After vigorous debate, the class agreed with a recipe of 80% flow / 20% stock for today's businesses.
hbr.org/2009/07/the-bi…
hbr.org/2009/07/the-bi…
The HQ and labs of today's Fortune 100 companies bear this out: firms are seeking access to talent clusters to better observe new ideas and the latest tech developments. Most of the class saw this strategy persisting until at least 2030…
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 6 discussed @osaroai, a startup that "builds brains for robots" (case #819-099): osaro.com
I share a few key ideas from each class that sparked conversation.
Class 6 discussed @osaroai, a startup that "builds brains for robots" (case #819-099): osaro.com
Already prominent in sectors requiring top precision or routine/dangerous tasks (eg, automakers), declines in robotic prices relative to labor costs will increase the number and variety of sectors where robotics take on roles. To date, we have 1b+ cars but vastly fewer robots...
Osaro is at the leading edge of AI robotics to power this future, incl. picking items up. Sounds basic, but try our in-class test: 1) take 3 steps, 2) make 3 jumps, 3) pick up 3 things. Which was easiest/hardest? Robots struggle with non-standard tasks.
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 5 looked at how @ing_news reshaped its ops by implementing agile, 1st in the Netherlands & then internationally: hbsp.harvard.edu/product/818077…
I share a few key ideas from each class that sparked conversation.
Class 5 looked at how @ing_news reshaped its ops by implementing agile, 1st in the Netherlands & then internationally: hbsp.harvard.edu/product/818077…
Banks all around the world face the same big Q: how fast must they transform themselves to meet new digital/tech demands and customer expectations?
More than half the class had been a participant in or a consultant to such a transformation, so war stories were plentiful.
More than half the class had been a participant in or a consultant to such a transformation, so war stories were plentiful.
The class' biggest debate was over why ING took the "big bang" approach, which could have caused damaging disruption if not implemented well, and whether ING spent enough time piloting it.
Vincent van den Boogert, ING NLD's CEO, explained the decision in class:
Vincent van den Boogert, ING NLD's CEO, explained the decision in class:
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 4 looked at "Prediction Machines", by @professor_ajay, @joshgans, & @avicgoldfarb.
I share a few key ideas from each class that sparked conversation.
Class 4 looked at "Prediction Machines", by @professor_ajay, @joshgans, & @avicgoldfarb.
Here's @joshgans giving an impromptu intro to their excellent book, which analyzes #AI as a force for enhanced and cheap prediction.
(Thanks Josh for hosting me in Toronto last week and recording an upcoming podcast with us!)
(Thanks Josh for hosting me in Toronto last week and recording an upcoming podcast with us!)
Their intuitive framework identifies how better prediction requires new actions and judgments by managers and can lead to redesigned processes, org charts and even business models (eg, Amazon someday shipping before we even shop because it knows us so well and can predict needs).
Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 3 examined @vodafonegroup's efforts to transform the organization when implementing AI & other advanced tech: hbsp.harvard.edu/product/318109…
I share a few key ideas from each class that sparked conversation.
Class 3 examined @vodafonegroup's efforts to transform the organization when implementing AI & other advanced tech: hbsp.harvard.edu/product/318109…
We began with Vodafone's many projects and pilots to deliver gains in operational and customer-focused roles, touching 100,000+ employees across 26 countries (image 1).
We also looked at the HR journey that Vodafone's leaders are pursuing (image 2).
We also looked at the HR journey that Vodafone's leaders are pursuing (image 2).
Debate erupted over the prudent rate at which to reposition physical stores and capital allocation.
Another hot topic was potential hiring bias when employing AI for HR screening. Retired CEO @vitt61 discussed this in a #ManagingTheFutureOfWork podcast.
hbs.edu/managing-the-f…
Another hot topic was potential hiring bias when employing AI for HR screening. Retired CEO @vitt61 discussed this in a #ManagingTheFutureOfWork podcast.
hbs.edu/managing-the-f…
