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THE FUTURE IS AUTOMATED. HERE’S HOW WE CAN PREPARE FOR IT

"A good receptionist should have certain characteristics: helpful, pleasing, generous, dealt with. In any case, do they ought to be human? Perhaps no more. Walk around JLL's Carrington Street office in Sydney and you'll be invited by JiLL, our new secretary who can help a transport, contact your hosts, see agents or visitors, and that is just a glimpse of a larger problem. It is just a single of a creating number of computerized staff now working in working environments around the world."

In the 2020s and beyond, automated variants of individuals, for example, HUBO – the star of a year ago Davos meeting – will perform undertakings already held for people. Yet, that is just piece of the photo. Indeed, robotization has started to uproot human laborers, as some anticipated, however the impact is something other than substitution – it's progression. The convergence of advanced advances will empower us to consider work in new and creative ways.

Individuals are currently rising a direct result of computerization. In a present article for the Financial Times, Gillian Tett related how anthropologist Benjamin Shestakofsky consumed 19 months inside a California association that usages propelled developments to relate buyers and merchants of nearby organizations. His considerations on the point? "Programming automation can substitute for work anyway it furthermore makes new human-machine complementary… (and) new sorts of employments."

The Fourth Industrial Revolution workforce.

Instead of fearsome circumstances about robots supplanting individuals, scholarly figuring, mechanical innovation and workforce automation feature prominently in numerous projections without limits working condition.  

 

For a few, affiliations, abusing the rising progressions of the Fourth Industrial Revolution has transformed into a key need. Numerous associations are embedding things, organizations and operations with cutting edge assets and advancements, irritating old designs of activity and making new ones. As depicted in Nine Elements of Business Transformation, digitization and automation require rebate changes in how an affiliation performs, and how individuals approach their step by step work.

More than 260,000 robots are working in US today, with most working in the auto, semiconductor and equipment organizations. This diminishes enthusiasm for low-skilled work yet extends the prerequisite for access to astoundingly talented capacity to manage the robots. 

In work area working conditions, robotization shows up as mental enrolling associates like JiLL and mechanical process computerization, which engages agents to configuration programming robots to complete dull, repetitive work, for instance, client profile invigorates, security claims getting ready, charge card applications or social protection tolerant selection. Programming robots, or virtual accomplices, are expecting once in the past human commitments, for instance, auto-correspondence, course of action arranging and other office limits.

This does not mean the future will be an engagement of man-versus-machine. Or, on the other hand perhaps, there is the open entryway for individuals to work with machines, proposes Thomas W. Malone, an instructor at MIT Sloan School of Management and co-official of MIT's Inventing the Organizations of the 21st Century movement. As machine partners grow logically prepared, human-to-machine composed exertion progressions will make affiliations more canny and altogether upgrade general human work execution to drive more essential business regard. 

 

Emerging business models.

Even the most thoughtful C-suite executive may find it difficult to anticipate the future, although most appear to recognize that powerful forces are already affecting their industries. Executives at 91% of companies say digital technologies have the potential to fundamentally transform the way their companies work. Exactly how remains to be seen.

Already, we see examples of emerging business models combining the advantages of automation with the creative energy of the human workforce.“Network Orchestrators,” as defined in Knowledge@Wharton, are a new kind of company that deliver value through relationships rather than hard assets or human-provided services. Companies like eBay, Uber or TripAdvisor, for instance, leverage technology to create their networks. These enterprises grow revenues more quickly, generate higher profit margins and use assets more efficiently than companies with other business models.

The ‘liquid workforce’ and the ‘human cloud’.

This current premium on speed will continue, even as new organizational challenges arise, such as the destabilization of the way people work, reports McKinsey Quarterly. To achieve fast growth in a human/robot hybrid environment, companies need to pay attention to the stability of their workforce and stay in tune with the needs of the people within the enterprise. It’s only natural that as this trend progresses, companies will need a different scale and mix of workers than today. A different mix of work locations and work environments will also be needed to support these next-generation “digital” talent requirements.

 

Thus, we are witnessing the emergence of the “liquid workforce” and the “human cloud” as new workforce models. The “liquid workforce” refers to employees who are able to re-train and adapt to their environment in order to stay relevant during the digital revolution. In recent years, Accenture and the business media have popularized the “liquid workforce” term, bringing it into the mainstream business lexicon as Accenture develops innovative and dynamic “liquid” workforce strategies for itself and its clients.

Among companies that create strong processes for managing the “agile workforce”, the “Hollywood model” can become their new competitive advantage in an environment of constant technological disruption, according to Accenture Technology Vision 2016. The Hollywood model brings together autonomous, on-demand workers for project-based work onsite or to perform work remotely.

Today, "human cloud" free masters contain: 

  • 35% of the workforce, and their numbers are depended upon to accomplish.
  • 75% to 80% without limits try workforce by 2030.   

 

To rapidly assemble the right skills and right capabilities, innovative “crowdsourced” workforce management technology platforms have emerged. Online platforms enable companies to draw from a geographically dispersed talent base for work that does not require in-office presence. 

Some companies are also using what former Manpower CEO Jeffrey Joerres hasdubbed “micro-market analysis” and “micro-foot printing” to track global shifts in talent availability and costs, rapidly shifting work from one country to another to stay ahead of their competitors. In many industries, a global strategy for finding highly skilled, cost-effective labour is becoming a necessity.

Preparing for an unknown, increasingly automated, future.

Computing advances are accelerating the pace of innovation, enabling companies to launch new products and services in ever-shorter timelines. As this capability grows, new ways of working and collaborating will render some facilities and locations obsolete. Companies will have increased needs for technology-ready facilities, flexibility and access to new kinds of talent. Those that need to turn on a dime to stay competitive will need to build agility into their real estate strategies and create specialized work environments for jobs that don’t yet exist, in industries that have not yet emerged.

In fact, the growing presence of mobile working and Fourth Industrial Revolution technologies is already affecting how much space companies need, where facilities are located, and how space is configured, utilized and managed. Many companies are rethinking their locations with an eye to the skillsets they need in the future. The drive will be towards operating locations that support business transformation and performance with greater access to target demographics, unique skill sets and industry innovation.

The next-generation workforce and next-generation work practices will be dramatically transformed and influenced by the next phase of technological evolution. All companies will need to meet these new challenges in strategic corporate real estate portfolio planning and greater workplace innovation to support evolving and disruptive business models – some of which are yet to be created.

 

Egor Pavlikhin, (General Manager, ASC)