# HR Strategy Forum - Faculty insights

Data: 11-01-2025 21:51:21

## Lista de Vídeos

1. [The 100 year life | London Business School](https://www.youtube.com/watch?v=toeGObb7gy4)
2. [Creating value in ecosystems | London Business School](https://www.youtube.com/watch?v=7PniZfu22J4)
3. [Strategy execution seen from above and below | London Business School](https://www.youtube.com/watch?v=qleu8Iy0agU)
4. [Professor Dan Cable - The emotions of competitive advantage | London Business School](https://www.youtube.com/watch?v=Thfm3pTtymQ)
5. [Professor Costas Markides - Preparing organisations for a journey of continuous transformation | LBS](https://www.youtube.com/watch?v=z9ulXAl6k5E)
6. [Professor Lynda Gratton - The future of work | London Business School](https://www.youtube.com/watch?v=6Z6L7iZlC9o)
7. [[Private video]](https://www.youtube.com/watch?v=nAe-e1KB_D0)
8. [[Private video]](https://www.youtube.com/watch?v=rHGwqj5vbuk)

## Transcrições

### The 100 year life | London Business School
URL: https://www.youtube.com/watch?v=toeGObb7gy4

Transcrição não disponível

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### Creating value in ecosystems | London Business School
URL: https://www.youtube.com/watch?v=7PniZfu22J4

Transcrição não disponível

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### Strategy execution seen from above and below | London Business School
URL: https://www.youtube.com/watch?v=qleu8Iy0agU

Transcrição não disponível

---

### Professor Dan Cable - The emotions of competitive advantage | London Business School
URL: https://www.youtube.com/watch?v=Thfm3pTtymQ

Idioma: en

[Music]
I like the intimate setting here a lot
and I hope that um I hope that I can
give you a couple of good ideas that we
can have a bit of a conversation since
it is so small and intimate but what I'd
like to chat with you about today is
about emotions and the specific the spin
that I'd like to put on that is if
you're trying to win as an organization
if you're trying to build an
organization that has a competitive
advantage
what sort of emotions might solve your
problems so that's the unique spin I'm
going to try to put on this let me start
off by telling you about this hedonic
treadmill if you haven't already heard
about it how many of you have heard
about this thing called a hedonic
treadmill can I see it okay when I first
learned about this it blew up my brain a
little bit so you know maybe it'll blow
up your brain right now let's try did
anybody fly kind of far to get here how
far did you fly today how far how long
did it take anybody can beat five and a
half hours got seven can I do it can we
beat seven and a half where is yours
to vie okay let's take any of these you
can all play how long do you think that
um do you have children who has some
children out of you three how old I want
young kids who that's a young kid fine
let's take sixteen and where are you
where did you fly from okay so if you're
coming from Saudi Arabia how long would
that trip have taken in 1900 well I
don't think the camels going to go
through the ocean I think we're talking
a camel to the coast and then I think
we're talking a big boat but maybe a
month the thing I want you to get inside
your head though is this in 1900 not so
very long ago it's a trip to London
might have taken a month here and then a
day at a conference and then a month
back so this had better be a really good
conference
and the really important thing for you
to be thinking about is saying goodbye
to a 16 year old knit this is the part
of it I want you to live a little bit
when you're saying goodbye to your kid
and you're not gonna see them any loved
one you're not gonna see them for say
two months two and a half months depends
on the weather
you get that heavy feeling and you're
not going to be doing reach back you're
not gonna be using a phone to call them
you don't have phase time you're just
not gonna see them for a while and just
imagine for a moment if somebody had
walked in front of you and said we'll
have you there today we'll have you
there in five hours think about how it
would blow up your brain in terms of
what was possible you wouldn't believe
such a thing was possible but then what
happens today when we land on time
basically at Heathrow and they've saved
us month month and a half of time we
were in space they were serving us
coffee when we land do we thank British
air do we fall to our knees or do we
complain about the coffee do we say the
service wasn't that good and this is
this hedonic treadmill which is when we
first experienced something
revolutionary that completely changes
what we thought was possible we took a
trip to space and they served us coffee
our brains very quickly adapt to that
and it just becomes normal then the
question becomes why doesn't the Wi-Fi
stay in place why can't they be more
authentic when they welcome me on board
this has huge implications for how we
live we're not going to get into that
but it also has huge implications for
our organizations because all of our
customers have these hedonic treadmill
and if all your company is doing is
taking people in a machine that takes
them to space and you've figured out a
way to get oxygen up there and land
safely and not lose luggage and save
months of their time and give them free
little drinks
get in line there's a lot of companies
that do that do you have Wi-Fi that
doesn't drop out and so this idea of
thinking about companies that die that
don't make it that don't stay relevant
is a really important one and that's not
really news you know we know that that's
the case but when you see some of the
icons and some of the organizations that
are falling one after the other now and
you start to think about the sorts of
changes that we already know we're going
to have to cope with you have to start
thinking about how will we do that how
do we build an organization that will
allow us to cope with these sorts of
uncertainties and that's rare that's my
lead and in some ways I don't surprise
that any of those things I don't think
those are new to you I don't think those
are things you would have never seen
before
but I would say that there is a classic
tension that it brings up and this is
the first little area where I want to
kind of delve in a little bit
I want to delve in because on the one
side of this it's called a teeter-totter
or a seesaw we have what large
organizations need in order to survive
you make promises to customers you have
to fulfill those commitments the
government creates regulations it says
you have to do it this way your
organization might have 40,000 people
60,000 people a hundred thousand people
it's a city you have to have policies
and ways to bring a consistency in a
standardization to that so that doesn't
make you evil it just means you have to
run the organization but what we have to
remember is there's a certain set of
emotions that allow you to exploit that
and since about 1880 when we sort of
invented the big organization a lot of
that has been fear before that it was
slavery when it definitely was fear
paint slavery is kind of the same in
some ways but rather than physical abuse
it seems who are using fear anxiety to
make sure that you don't worry or that
you worry about losing your bonus
you miss making the promotion fear is
good for this in some ways because fear
as an emotion targets and channels our
focus and makes us kind of reliably
anxious about a very small thing what
companies originally did is again going
back to 1880 or so was they broke the
job down into tiny little activities on
assembly lines and this was by design
they didn't want you to innovate that
was called mistakes they didn't want
your self-expression we can replace you
easily we want you to be part of the
machine
well that approach to building a
competitive advantage might work if the
world doesn't change a lot if a smart
person at the top usually a white male
figured out a new way to build an
organization say Henry Ford they might
be able to ring value out of that
technique or that process for 15 20
years they sold the Model T in only the
color black for 13 years organizational
change didn't happen quite as often to
the extent that organizations are
changing a lot quicker and to the extent
that we're going to have to adapt and be
agile and we can't wait for a two-year
rollout from the top we might want other
things out of our organizations and
other things out of our employees so to
the extent that we would like them to
bring their own creative ideas in and
try to use them on the ground if we want
a whole army of innovators who are all
trying to solve little problems on the
fly if we're looking for agility and not
top-down transformation this might start
to imply a different sort of emotion
that's needed and the idea of people
like you creating organizations
designing organizations where the right
emotions are in place might become part
of the competitive advantage of your
firm somebody share with you a couple of
studies that I think you'll find
interesting and compelling a couple of
tips around some organizations and
things they've done
but you might steal you might be able to
go out and try some of these ideas and
I'm trying to try to put that all in the
context of building an organization
where you are able to adapt and adjust
more quickly I've got a little video I
would like to share with you right now
I'm not going to say that KLM is the
best organization in the world I think
there are a fine organization there are
very large and traditional airline out
of Schiphol Airport but they tried a
little experiment recently and that's
what I want to share with you that maybe
took some employees out of the iron cage
in some ways they are in cages what Macs
have ever called this organizational
bureaucracy that seems to make everybody
into a little cog into a machine
removing purpose removing
self-expression dehumanizing and they
tried this little experiment that I want
to tell you about where a person that
was in one of my classes who worked at
Schiphol Airport went to his team with a
budget of 10000 euro and he said to them
are any of you really into social media
and he said lots of the hands went up
out of 110 people he said about a
hundred of the hands went up there using
Facebook and Twitter but they're also
using Instagram in something called
Foursquare which I still haven't used
and with all those hands up he said
would any of you be willing to help KLM
become a social media airline would you
help us start to use social media to
connect and he said a lot of the hands
went back down but the question is how
would we do that he said well I don't
know because I'm a dinosaur and I don't
use social media and I don't even know
how to tell you to do something but I'm
looking for you to help and so 9 of them
decided to help and I want to share with
you a little video that shows these 9
people kind of running around and as
you're watching it I want you to think
about not all creativity all
self-expression so that there's no rules
and policies and controls the airline
industry is one of the most regulated
industries we know there's a lot of
regulations you have to do by law so I
want you to think about not this but a
balance of the two
and how organizations and leaders can
encourage that balance so let's take a
look at this
happiness is it contagious
can it really be spread can it really
make a difference to a person today like
really could small doses of happiness be
delivered like a message in a social
media bottle to our suspecting travelers
at one of the world's busiest airports
and make a likeable airline even more
likeable we were curious to find out
welcome to KLM surprise armed with our
social media toolkit our little
experiment began first job find KLM
passengers who had checked into their
flight via one of klm's Foursquare
locations or left a message through
Twitter second job search their social
profiles get to know them as well as you
can to think of a personalized gift its
annual sportif you wanted and in
weekends at omaha may be some risky
local night plus bungee favor nothing
fancy like a house or sports car just
small stuff carry-on sized stuff third
job hunt them down and deliver the gift
[Music]
could it be - are you Lisa Automator yet
Spitzer yeah Vicki mittens Eisner is a
recliner
Vineyards lots of AC the human soul
sleeps on that my worship to the
civilian philosophers it's an eyeliner
line artifact is if it's a hood bone for
you from fasciola after several weeks of
handing out little gifts a few things
became apparent in the age of social
media during something that creates a
real smile on somebody's face is much
cooler than attaching a smiley face but
most importantly it seemed that indeed
an airline could use social media to
both surprised and make a small
difference to a passengers day and we're
not just guessing we know because they
told us and their friends massively
[Music]
okay so if we're back in this frame what
they still did was run an airline what
they still did is travel around and get
people somewhere in time but if you
think about that team of nine people
that spent ten thousand euro what kind
of emotions do you think they felt as
they experimented and explored with this
what's one of them one of them with you
feeling a positivity why some of is
because you're using an idea that you
came up with to impact somebody else's
life in a positive way that you can feel
you can see that's one thing what other
emotion might you feel yes personal
involvement getting your hands involved
not being told what to do but exploring
the space on your own what it does is it
ignites a part of our brain around
excitement around enthusiasm and around
the word zest how many people know the
word zest I don't mean like making a
cocktail I know where your minds are
zest would mean having an approach to
life that it's an adventure to be lived
instead of a chore to be gotten through
so it turns out there's a part of our
brain that's dedicated to this and it's
the topic of my new book it's called a
seeking system there's a fear system and
that fear system narrows there's a
seeking system and it opens us to
exploration to play to trying new things
to learning dopamine is the active
ingredient I bet a lot of you learned
about this already but I'm intrigued by
this I'm intrigued by the idea that
evolution has built has hardwired within
us a solution to organizational problems
and I'm intrigued why so many
organizations shut it off and put people
in an iron cage in which they're not
allowed to invent they're not allowed to
try new things they're not allowed to
fail so that is something I want to
spend a little bit of time sharing with
you and kind of maybe enthusing you a
little bit about this idea and maybe
giving you a couple of
tickle tips around this as well so I'm
going to give you a test right now it's
gonna be a little bit um intense for you
I'm gonna put a bunch of words up there
and then you have to as quickly as
possible tell me what those words refer
to and then the first person who can
tell me what they refer to gets a little
prize okay on your marks get set go
anybody thank you thank you let's hear
it for it's the lyrics that does stop
believing and your prize is I would like
you to come up and sing that would you
be oh really if I if I made you do that
right now if you had to do that what
emotion would you feel fear and anxiety
stress anxiety and fear
Allison woods Brooks professor at
Harvard University did a really cool
study where she made people sing karaoke
the journey song don't stop believin she
had him come into a lab and they had to
had an audience and they had to approach
the audience with a mic they had to sing
it but just before they walked on the
stage they were instructed to do one of
two things they either had to say I'm
excited or they had to say I'm anxious
that was the only manipulation
everything else was the same and then
what happened is they used the karaoke
revolution revelation revolution we
software to judge how well they did did
they hit the highs did they hit the lows
did they get all the words right it
judges them how many have used this
software before yeah man could you do
this right now you could own this so
what they did this is published in the
Journal of Experimental Psychology what
they did is they looked at how did the
people in the anxious category perform
and how did the people in the excited
category perform and then the anxious it
judged them they 53% which wasn't too
bad
it was 81% in the excited
large statistically significant
substantial differences so she said to
herself oh maybe this is just because
it's singing maybe emotions affect the
voice box maybe confidence is more
important so let's try math so she got
people to take an actual intense math
test on the computer where there were
right and wrong answers and it wasn't
about how well your voice performed and
once again right before the test half
said I'm excited and half said I'm
anxious and once again statistically
significantly substantial improvements
in maths and she did it a third study in
public speaking where people had to give
a speech and then be evaluated by an
audience without knowing what condition
they were in and once again the ones who
said I'm excited scored higher on
compelling interesting and would like to
hear more so we're starting to see that
excitement which is just a different
reaction to stress it's the same
physical environment it's the same
behaviors it's the same audience if you
see it as exciting it's a different
emotion than if you see it as anxiety so
we took these ideas I have a PhD student
and a Stein Haga she didn't really
really interesting proposal and we
gathered this data and I was just loving
these results so I wanted to share I've
actually never shared these results with
anyone before so you actually are the
first people to see them we've just
submitted this to the Academy of
management journal but let me tell you
what we went into these banks looked at
821 retail bank managers and we gave
them little scenarios that are the types
of real life events they have to respond
to so here's one of them you're going to
need to present a product option to an
important client different options some
of them are more profitable than others
the bank is approaching year-end and you
need a big push in order to make a
top-ranking among your colleagues it's a
competition you know everybody saw that
and then they got a list of answers oh
behaviors that they could choose and
some of those were just nice standard
middle-of-the-road ideas like present
all options to the client some of them
were quite creative and interesting like
call one client and do this snowball
to see if they could introduce you to
other clients and other ones were very
creative but unethical they're actually
illegal in the bank managers their
bosses said no no we definitely would
not want them to do those this would be
profitable but we would be sued so we
just gave them those different options
and then right before we had them choose
half of them we said oh by the way if
you do achieve a low-ranking you're
gonna lose your substantial bonus and
then half of them we said and if you
achieve a top-ranking you're gonna
receive a substantial bonus this month
we measured their excitement and we
measured their anxiety and in the
regression we controlled we put both of
them in there and what we found in terms
of if they pick the creative legal
behaviors anxious 53% excited 61%
statistically significant somewhat
substantial since this time in my book
I'm now just feverish with this I found
about 25 studies that would replicate
this in psychology and business in sport
psychology of anxiety is different from
the psychology of excitement very
briefly because I don't want to bore you
with the details on this I just want to
kind of share with you a little bit more
about what are the emotions and what are
the knee-jerk physical manifestations so
to the extent that what you're feeling
you know she's feeling kind of
segregated maybe ostracized the feeling
you would have would be threatened
anxious and worried the action tendency
is you narrow on the threat what is it
that's making me anxious you have a hard
time thinking about other things and if
it comes from within your group you
conform and there is a whole science on
this it's called
effective as in emotions neuroscience so
there would be books published about
this is this notion of conforming when
the threat when the fear comes from
within is a really reliable behavioral
tendency over here to the extent that
you're feeling curious
we're excited or
Susy astok this is maybe what we saw at
KLM the action tendencies are play try
new things
experiment explore the environment you
don't have to try to do it I think
that's the key point it's not the
prefrontal cortex where you say I should
play it's more your body wants to play
you see the world through
experimentation glasses I'm really
turned on by this because I think this
might be in re MIT I think that this
might be something that HR leaders that
organizations can be in the business of
priming so that's what I'd like to spend
a little bit of our time going to right
now it's basically how would you
activate this seeking system how would
you activate this exploration biology I
think that's a really interesting way
for you to think of it it's not the
psychology of change and the psychology
of risk resistance
it's the biology of change and the
biology of exploration how do you
trigger that part of the brain oh so
what are they number one these are the
three sections in my book one is we're
gonna emphasize unique strengths
interests that you face that you have
that you are able to do like at KLM
notice they didn't say all of you have
to use social media it's part of your
KPI now what they said is does anybody
want to is anybody curious is that
exciting to anybody they let nine people
lead a charge and do some quick tests
and prototypes and gather data it's a
very different way to go about change
second one here is get people
experimenting a prompt their curiosity
prime them to go and learn I'll give you
some examples of that in a moment I
think we saw that KLM as well though
they gave them three weeks 10,000 euro
try something out and then the last one
here is this notion of a purpose a
feeling that I can see my impact on
others it's very much where you went
right off
that it's when you can do something that
somebody else responds to you be it
flipping burgers or providing service as
an airline person when you can see
somebody giving you that gratitude or
that excitement to you you feel that it
changes your your own emotional state so
let's see how much time I have and let's
see how much of this we can make it
through good I'd like to start with a
study then this study I want to tell you
my co-authors there's a fabulous
researcher named Julia Lee and she just
he came out of Harvard and she just got
a job at University of Michigan she's
the primary on this
Francesca Gino is another co-author and
she's still at Harvard so I just wanted
to tell you that we did this study where
we had all these executives coming into
the Kennedy School in Boston and as they
came in for this pretty intense program
where for 10 days they came together
they didn't know each other they're all
government leaders for 10 days they were
drip fed information about a norovirus
that was attacking Boston its Twitter
and they got newspaper articles and they
had that put together an assessment of
the threat and then they had to propose
a way of handling the threat and there
from all the different walks of
government so it was very realistic and
we did a little experiment where they
all did that exact same thing but half
of them we did something very
interesting too before the class started
we went out to their social network and
this is something that Tom and I are
doing right now Tom's at KPN on in the
Netherlands we went out to their social
network and by that I mean college
professor old boss mom a sister a high
school buddy and we had those people
write stories about when they saw this
person at their very best when did they
have the most positive impact on other
people so many of these people would
have gotten 30 stories summer one
paragraph some were only two sentences
some were a whole page they were
personal
they were visceral they were emotional
and we gave
these reports to half of the people
before they even met as a team
obviously we highlighted their best self
we we highlighted their strengths we
showed them here's who you are when
you're at your best here's how you can
have an impact on other people when
you're your best and then the other half
we did it the last day we did it when
the program was over so that's a
gorgeous experimental design to be able
to test same routine what's the effect
of priming that best self so what we
learned is first we asked them at the
end of this ten days how creative did
your team let you be did they listen to
your experiences did they look at what
you could bring that was unique and we
found that statistically significantly
and substantially people that got the
best self implementation were more
likely to say yes to this but even more
convincing is we had a panel of judges
very senior a lot of were actual
politicians actually coming out of
government that did this for a living
and then government professors and they
watched each of the presentations but
they didn't know what groups were in
what experimental condition and when
they judge them
we found statistically significantly and
substantial differences of higher
quality both in terms of how good the
ideas were and how well they presented
them as a team they were both
statistically higher when we primed them
first with you at your best now this
tool I've started a company now that
does this just to do the full reveal
I am so intrigued by this possibility
because this doesn't cost much money
this is like doing a 360 it's just
slightly different it's only the
positive instead of numbers it's lots of
words and instead of say best and worst
it's only at the best it's something you
all could do a second thing that I'd
like to share with you right now is this
concept of creating agility but not
fragility and what I mean by that is
this notion of experimental safe zones
again a little bit like you saw it KLM
but I want to give you another example
of this now my guess given the people
sitting in this room right now a lot
you've heard about this sort of thing
this would be the idea of like google
time would be an example or like three
M's bootleg hours or ship it days down
at Atlassian software Dan pink wrote
about that I bet you've heard about this
well I tried an experiment recently that
I wanted to share with you and it's at
deal logic which is a city firm right
here in the in in London has anybody
heard of them before software
programming for big big financial
institutions so like if goldman sachs is
gonna do a billion dollar deal all of
the programming all the behind the
scenes all the back-office goes to deal
logic and they have to do that deal
perfectly so here's what happens
they've got these 200 programmers half
are here half are in budapest at noon on
a thursday we stop their work and we
just said for the next 24 hours you can
work on anything you want with whomever
you want wherever you want the only rule
is in 24 hours we're all going to come
back here and every team's gonna present
here's what we tried and here's what we
learned so they did that in budapest a
lot of people stayed all night
they didn't go home here in london lots
of people are still working at 10
o'clock at night when i interviewed them
several of them said they'd never had
that much fun at work the next day they
presented prototypes of new ways to
communicate with clients new ways to use
software systems new ways to do billing
all these different ideas and a team a
panel watched it was the CTO the CEO oh
and the general manager and they all
listened to these ideas and the ones
that they really liked they funded but
not with money they funded it with time
they said we love what your team before
people put together their that initial
prototype we can see there's legs in
that next week we want you to spend 20
hours take it away from your regular
time and do that and within three weeks
that was a viable program on three
different phone platforms that was
actually being used a lot of the
different ideas that were pitched were
put into use the very next week by those
people the people felt through
they felt involved they felt they owned
it exactly they were exploring their own
mission they solved their own problem
they wanted to do this stuff I was
thrilled about these findings so we're
now doing that twice a year for them and
it's free I mean again there's there's
no money there's no consulting that's
really needed it it's a matter of having
the theory that we need to create that
excitement that there is a part of our
brain that's dedicated to that
excitement but we need to stimulate it
we need to activate that do you reckon
we have time for the last one how are
you feeling yeah I think we're there the
last one has to do with the why of work
it has to do with the purpose that we
feel when we create value for somebody
else when we when we have a positive
impact on somebody else's life it's a
turn-on for us the Industrial Revolution
completely got in the way of that by
design the whole goal of assemblies was
to make the smallest possible task so it
was easy to replace people out so
removing purpose and removing the touch
with the customer and the final use of
the product and the the whole value
chain of production that was
intentionally disrupted and again you
didn't want creativity you didn't want
positive emotions he wanted focus and
reliability now if we're looking for
creativity and we're looking for people
to innovate and be agile it's much and
more important for them to understand
the why of the work in a way that
transcends money I don't know if you
went over to Linda's talk recently she
just upstairs now she talked about how
the old way of thinking about work is I
do a lot of stuff that I don't like at
all because I want the money and then
I'll use the money to buy things that
make me happy another way to think about
that is there are things that I can do
at work that make me happy
and we can think of yes there's gonna be
money and you pay people to work but
that might not be why they do it so
let's take a quick quick look at a study
here this is by my friend Adam
grant who's really become quite a
celebrity with his most recent book the
originals I'm really proud and happy for
him he also has an incredible book
called give-and-take have any of you
read that it's really really good
if only my book could be that good
that's what I would say this comes out
of his first book um what he did is he
went into some call centers where people
were trying to earn money they were
trying to call alumni of a university
and just get money for the university
and this is tricky work cuz you're
bothering people for money but you're
not really giving them anything not even
a product so you get a lot of no maybe
you get nine out of ten knows maybe you
get 12 out of 14 knows pretty much all
day long you're on the phone getting
nose very difficult work so what he does
they call him in they say can you help
us make more money he goes in and he
randomly divides the callers into one of
two groups let's say that you are
callers that you in one group than you
in another group randomly with you folks
he has this Lunch and Learn where he
buys you pizza very nice and over the
course of an hour you talk about best
practices what's a good way to call
people it's like one thing that works is
you try to smile while you talk when you
smile when you talk the customer hears
that difference and there's actually
some evidence suggesting that that works
so you talk about best practices I need
about go back to work with you we also
get you pizza same hour but instead of
talking with you about best practices we
bring in a scholarship student we bring
in somebody that actually receives some
of that money that you earned and
somewhere in that hour he says something
or she says something he or she says I
just want to thank you for the work that
you do because I couldn't afford college
and I'm here because of you
that's it no hugs no group tears
it's just instead of giving best
practices they connected you with the
end user
then he's clever enough to have pre and
post experiment data on how many calls
did you make during your shift because
it's a numbers game the more calls you
make the more money you're gonna make
and then also how much money did you
make now with a setup like this we can
infer causality we know that Adam caused
whatever differences we see and those
differences were enormous in terms of
how many calls of course they were the
same before the intervention because it
was random assignment they were the same
group after the intervention they saw a
difference of almost 300% more calls in
terms of the money do you think they
made three times more money let me ask
you you think gas three hundred percent
more money does anybody think more than
three hundred percent right why might
there be more than three hundred percent
it turns out they made three times more
calls and every call was twice as likely
to yield money
six hundred percent more money they
didn't change the pay they didn't change
the incentives they didn't get them
better technology they connected them
with the end user there was a paper that
just came out last year were Berger
flippers half of them they gave monitors
where they could see the people they
were serving the food got statistically
significantly better rated by the end
user they said it was better food
they're more likely to grill the eggs up
fresh when they could see who they were
doing it instead of grilling the eggs
and waiting and letting them get
overcooked that was published in
management science again in my book I
just have so many examples of this in
study after study after study when we
connect humans to the purpose or the end
user of the why of the work they get
inspired to do better work life becomes
a better place to live and that's
actually where I want to leave you
ultimately I don't see this as a
business challenge I see this as a
humanistic challenge I see this as a
golden age of emotions
we're not long ago companies had a
competitive advantage when they used
fear
to scare people into focus due to the
fact that changes are happening so often
and the agility that you need and the
innovation you need at all levels it's
the wrong emotion for a competitive
advantage if I can leave you with the
thought that the emotions of competitive
advantage have shifted and that the new
emotions feel better it's a way for us
to hope but a bit more living in two
lives while helping the firm get what it
needs anyway so I think that said I'm
happy to take questions but I these are
the ideas I wanted to share with you
does anybody wanna ask a question
thought comment are you sort of more
interested in some brownies
thank you
[Applause]
[Music]
you
[Music]

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### Professor Costas Markides - Preparing organisations for a journey of continuous transformation | LBS
URL: https://www.youtube.com/watch?v=z9ulXAl6k5E

Transcrição não disponível

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### Professor Lynda Gratton - The future of work | London Business School
URL: https://www.youtube.com/watch?v=6Z6L7iZlC9o

Idioma: en

[Music]
great to see everybody and what should
we say about the future of work well for
me it started about eight years ago I
have actually some of you know that I'm
just about to be married so I now have a
family of eight children but but but
some years ago I only had two suddenly
it's increased enormously and I took one
of them one of them my son Dominic who
was at that age I want 13 14 15 we're
doing I think those of you who've got
kids will know he was seeing what sort
of boys of that age do which was sitting
in his bedroom in Primrose Hill with a
computer a lot of the time and I said
you know Dom you've really got to sir
we've really got to Europe an age where
you've really got to see the rest of the
world and you just also you know sort of
age man thing wouldn't it be marvelous
if you could spend time with real men so
I'm thinking well where are the real men
in the world no comment about that right
now and and and I thought about the
Maasai warriors you know what better
place for Dom to see real guys with
spears to kill to kill Lions way away
from technology and so we got on a
little plane and then eventually ended
up in this tiny village masai village
where no electricity watching the sunset
I mean just marvelous stuff really and
really away from everything that is you
know central London and teenagers and as
we stood with a Masai warrior on the top
of a hill talking about you know the
world and the greatest things of being a
man there was a funny little sound can
anyone imagine what that funny little
sound was it was his mobile phone now
actually that for me was the beginning
of the future of work and it was that
year I started the future world
consortium which I really thought at the
time would only last and some of you
here are members of it I only thought it
would last a couple of years and then we
have the
end of the story we know what the future
of work would be and that would be it
well of course that's not it and I have
to say I mean even this week I've been
to two conferences about the future of
work where it's really obvious that
things are changing enormous oh by the
way I must show this other photograph
one of my MBA students sent me this can
you see it can you see what that is
there you know how the maths I have
these great holes in their ears teach
that's really it keeps his mobile phone
of course we all need to do that and so
I really wanted to talk first a book
first of all about technology the impact
of technology on work not to say by the
way that I have the answers to that
because my view is that this is an
emerging narrative but it's a narrative
that each one of you in terms of your
role in your organization you need to
have a point of view err on and actually
I have a point of view and I wanted to
share some of that with you the first
thing to remind ourselves is that the
sort of technology that's connecting
that Masai warrior is actually
connecting people all over the world
this is really an interesting set of
data from an Australian company called
freelancer and what they do is they buy
and severely they're a platform that
buys themselves work you know so you can
buy work from them you can get someone
to do the work you want mostly software
programming or you can sell your work as
a software programmer and this actually
shows the movement of globe of the world
of work around the world and you can see
immediately you see look there's the
coast of America coming out that's
Europe a little tiny bit happening in
South America quite a lot happening in
Australia China and India so this is
2013 2014 2015
okay so so immediately just by looking
this at this we can see by the way
nothing's happening in Africa here's
Africa because although that Maasai
warrior can use a telephone he can't use
broadband there isn't broadband in the
area that he's in and that's true for
much of Africa which is why for me
any of these maps Africa is a dark
continent but you can see how much more
is happening around the world why is
that well you know look this is we're so
familiar with Moore's law aren't we but
this is an extraordinary thing and you
can see that what's happening here is
that not only are people becoming more
connected but the technology that's
connecting them is becoming a lot
cheaper it's becoming cheaper and it's
becoming smaller and that means that
these connectivities are increasing whom
and where people get connected and of
course building the Internet of Things
so what's that going to do for work well
let me just make a couple of suggestions
this is I actually was at Davos a few
weeks ago but this is not a photograph I
took at Davos a couple of weeks ago it
was actually when I took a couple of
years back and what I found really
interesting about it is this is a whole
group of what you might call Davos men
so here they are you know Thomas
Friedman New York Times Larry Summers
economic advisor that is a Peter Thiel
MIT this guy here Stanford now that's
she's on you what hell's she doing here
and by the way Bill Gates is here but I
didn't get him on the photo so so why is
she here she's a 15 year old girl from
Pakistan she comes from the in
fact and she's not the one who got the
Nobel prize-winner prize by the way so
just in case you feel so so the clue to
the question is in this guy here Stefan
so teachers are first-year degree
students at Stanford in basic
programming a one-year program and he
did what a number of professors have
done he put his lectures online so that
anyone could rip could do the lectures
but more importantly he put the exam
online many tens of thousands of people
did that very difficult exam can anyone
imagine why she's here
she got the higher score that's a pretty
amazing thing isn't it how many Stanford
students do you think came in the top 20
non so we are beginning to see the
Democratic democratization of talent and
that's a very important point for any of
you as many of you are who are deeply
interested in talent I mean actually I
did get another one with with with Bill
so here is some of the technology
platforms that are underlying that
incredible connectivity which is not
just connecting people but it's also
connecting people and knowledge and so
what I want the first thing I want to
say is in terms of the impact of
technology on the future of work I think
it's it's allowing people and
organizations and functions like yours
to ask four questions where am I going
to work when am I going to work how am I
going to work and what am I going to do
and let me just mention something about
what am I going to do now some of you
are very familiar with this labor
statistics from you the US but actually
anything you saw in Europe or in the
OECD in general would look like this and
here's what you can see this is a
phenomena called hollowing out of work
and here it sits so here we have skills
range from low skill work to high skill
work this is the sort of stuff you do
this is the sort of stuff that people in
factories or preparing food or looking
after your elderly mother who's got
Alzheimer's are doing and this is middle
skill jobs operators and fabricators
production and craft office an admin do
you see what's happening there these
jobs are disappearing extremely quickly
why because basically artificial
intelligence machine learning robotics
can replace any task that is a routine
task where you can actually write down
what the task is and
when you know in the States for example
right now or even in the UK people say
the job loss is to do with immigration
that's not true job loss is to do with
automation massive loss of work of jobs
and and the challenge for governments
and I've been working quite closely with
the UK government before they got
completely wrapped up with brexit is
that quite a lot of these jobs
particularly these jobs like this are
jobs that men do semi skilled men do
their jobs like are driving a truck or
working in a factory and those are the
jobs that are now going so what you're
seeing is technology is now pushing out
on either of those sides is putting
pushing out that side that size side
with driverless trucks which by the way
a truck driver is the most common job
title in the u.s. right now so what
happens when all of those truck drivers
no longer have a job and it's also
pushing out this way my son who I spoke
to you about Dominic came back went to
university wanted to do medicine and is
just finishing in fact he's finishing
this month and he's starting the long
haul to be a surgeon now what's he doing
already well already most of the work
that Dom is doing in terms of practice
is not sitting there with a pair of
scissors and a needle he's actually
practicing on simulations to use robotic
arms and he's already doing that so we
are becoming augmented so one of the
challenges you face and I don't want to
underestimate this it's a huge thing is
your employees are anxious about the
impact of technology on their job how
many people would say that that you've
you feel in your organization right now
that people are worried about what's
going to happen to their jobs quite a
number of you and you coming back to
cost is's comments this morning can't
make this a
learning platform it has to be something
where you build a narrative about what's
going to happen to them and I can tell
you because I'm doing this with
companies right now that's an extremely
difficult thing to do and you've got to
think about what it is we say to people
that acknowledges the reality of their
work so here's the paradox there's a few
paradoxes about the impact of technology
on work but here's here's one of them
named after a guy called Marivic and
here it is how many people here could
play chess and beat a chess master how
many how many people who could do that
but none of us really could we but
actually a pretty good computer
particularly if it's linked up with
other computers can do that why well
because chess and indeed go which is a
more and more difficult again can you
can actually write the rules for it so a
computer can do it but here's something
that my three-year-old grandchild can do
incredibly easily but a robot can't and
by the way this is a very important
phenomena here because that means that
robots find it difficult to sort stuff
to pick up an old personal and to help
them around they find it difficult to do
anything that requires mobility if you
notice in your organization's those of
you that use robots they're mostly
stationary and they're sitting behind
you know a fence to protect humans from
them that will change in a Japan right
now remember Japan is the leading
country in the world on the use of
robotics most Japanese people feel very
relaxed about being around robots there
they are already developing a robot that
really will pick your mum up and take
her to the loo and sit on the loo and
guess what your mum your age and mother
would rather a robot did it and you did
it so so this is going to change and
it's going to change really quickly and
why is it going to change really quickly
well here's the
the point is that if you look at human
learning across generations it goes like
this we really hardly learn at all from
one generation to the next in fact if
anything we sometimes go back computers
it's just a steady steady
increase and so what you're going to see
is very very rapid development in
robotics and developments in artificial
intelligence and machine learning I mean
already Boston Dynamics have got this
little guy he cost the fortune by the
way and they stopped making him but you
can see that it's possible to make
robots that sort of can stagger around
so what's the point of this well here's
the thing that you need to remember and
it's a very simple point any sort of
jobs can either be any task can be
divided into something that's routine or
something that's non routine anything
that's routine be it you know my my fun
doing all of his wonderful surgeon stuff
or biet which actually would sit there
manual routine or manual or routine
analytical all of that it will be
substituted all of that will be
substituted and what's left is stuff
that's very difficult to make into an
easily quantified rules so some of the
analytical stuff like persuading and
selling and forming hypotheses and some
of the manual stuff like truck driving
mmm-hmm
and and where are we with track driving
from I honestly thought in a couple of
years back when we looked at the future
of work that governments would step in
and ban autonomous vehicles and the
reason I thought they would do that is
it will create mass unemployment in a
workforce who are already finding it
difficult to get a job there is that is
not going to happen and it won't happen
because no government will want to step
up and regulate driverless cars so you
will see driverless cars and it will
happen probably faster than you think it
will my kids I don't know about yours my
kids haven't learnt to drive neither of
them have draw
because they said what what's the point
you know I'm going to have I'm going to
have a driverless car very soon what's
the point so so that's the first thing
the first thing to say is there is an
evolving narrative around technology in
work I look at it all the time I was at
the Royal Society of Arts on Monday
we're in a group with Google looking at
the impact of technology on work we
honestly don't know where it's going and
if anyone tells you that they do that
there's no way that we know but you sit
in organizations where people want the
story and I think that you have to build
a narrative about augmentation about
re-skilling
about lifelong learning that's the first
thing second thing that I think is
changing the nature of work is low
growth the fact is that over the last
decades most of us are in countries
where we have very low growth rates and
interestingly if you look at the way
that you've designed your organizations
particularly in terms of promotion and
hierarchy they sort of assume that
you're in an industry that's growing but
and now many of you are not and I think
that this is going to start questioning
about the why of work why am i at work
what is it I'm doing and let me just
remind you and if anyone was one
wondering about brexit or Trump they
just have to look at this this data
isn't brand new actually but it's it's a
very important data from the World Bank
and here's what it shows it looks at the
winners of unloose over the last period
of time and here we have it there are
two major losers one is the global poor
many of whom particular they're in
sub-sahara Africa are poorer now than
they would have been five or ten years
ago and the second is the traditional
middle class so this is really the first
years or the first decade when your
children in Europe or in the States when
asked do you think that you'll do better
than your parents said they said no they
said no
and that was a very big deal because
most of us are used to living in a
society where the answer is yes things
are going to get better now of course if
you're living in China or in India in
the emerging economies then when you ask
the same question of children what is it
they say they say yes of course and so
what we're seeing is that this group
here are finding it hard and they are
also being impacted disproportionately
by technology so the RSA is just
bringing out a report on the impact of
technology on low-skilled work low skill
work by the way
is fifteen forty nine percent of the
work that's done in the UK so that's the
group who are particularly hit by
technology and at the same time they're
not seeing the way their way of living
their lifestyle getting any better so
where does that leave us well I wrote a
book some time ago called the shift in
fact that you just had a reference to it
and in it I said I wonder if the
contract between the individual and the
organization is going to begin to change
I don't think it has chose changed but
what I'm going to show you in a moment
is ways that I think it could change but
here's the point that the old contract
looked something like this it basically
said I work to make money to buy stuff
that makes me happy that's the great
contract isn't it between you and your
employer that somehow the contract is
negotiated by tangible assets by money
that that they are then able to spend
that stuff on goods or products or
services that make them happy and what
do I want to suggest is that that is
beginning to change
and I don't think yet that many
companies what you may say that sort of
as if
sofy I don't see yet many companies
actually realizing how profound that
change will be and how profound is going
to affect your relationship with their
employers and what I want to show later
is that that relationship is going to
have work at the center of it it's going
to have I work to make me happy not to
say that money isn't important of course
it is it's course it's important but
actually fundamentally we have to think
about work as being the thing not the
money that you get from work as being a
thing and I'm going to show you a few
more reasons why I think that's the case
the next thing I want to mention though
in terms of the shifts that are changing
the nature of work is resource
constraints now I know right now it's
not particularly fashionable to talk
about climate change but actually
historically it's had an impact on
organizational thinking and I think it
will in the future just to remind
ourselves that this was London in the
50s in fact I was born in 1955 and I can
remember as a child being in these these
sort of smaug's I can remember putting
my hand out and not being able to see my
my own hand walking to school in the
morning I wasn't brought up in the
London is brought up in Liverpool and
here is Beijing at last year and of
course one thing to remember and this is
partly why it's so difficult to get a
global consensus on on climate change is
that countries are saying you went
through that without anyone telling you
you have to stop and yet you're now
asking us as we go through our
industrial revolution to do something
that is going to not necessarily be in
our best interest so that's not really
the point I wanted to make the point I
wanted to make is that sooner or later
people are going to begin to think again
about this and this is NASA data and it
looks at
projected global temperatures it's a
scenario I teach a class at London
Business School in fact I'm teaching at
the week after next on the future of
work we have a it's a whole it's a whole
you know ten ten lectures and I get the
head of scenario planning from shell in
to teach our students because its shell
is used and I think there's some people
from shell here today I've always had
amazing scenario planning and so these
this is what this is one of the things
that he shows the class and he says look
you know this is where we think we don't
know where temperature change is going
to go this is our very pet best-case
scenario and this is our sort of
worst-case scenario the thing to
remember is that once you hit two
percent two degrees of change is when
the general consensus is you begin to
get significant and probably damage
which is difficult then to retrieve
irretrievable damage now we're here
aren't we where someone were here which
one of those lines do you think we're
currently on the orange one or the red
one where do you think we are orange or
red yeah we're here so so the truth is
and you know at Davos last week there's
always always always people banging on
about climate change but at the moment
nobody is particularly interested in it
but my prediction is it will become
interesting again it really will become
interesting again and you've got to have
again a point of view or a narrative
about that and the poster child for
climate changes you know is Paul Polman
from Unilever an amazing guy has taught
at London Business School a couple of
times and and what Paul has done is he's
actually been very explicit about work
at Unilever and so what he said is I
want you general managers to reduce the
carbon footprint across your not just
your production lines but also your
supply chains which is a very big deal
and by the way I'm going to pay your
bonus on the basis of whether you've
done that
I think Paul is very influential I can
feel his the influence he's having on
other CEOs and I I want to say to you
that even though at the moment climate
change isn't on your agenda in terms of
the future of work I think it will be it
will be within the next five years and
it will be because in the next five
years were going to be there we're going
to hit one degree and when we hit one
degree you'll notice that the world
starts to to reconsider what it's going
to say about about climate change what
how does that affect work what actually
affects work in all sorts of interesting
ways if you take a look at Unilever as
main office building as opposed to its
supply chains where do you think the
major crater of co2 is in the way it
does this business in its main office
where do you think that is where is that
if you were to measure all of the co2
that Unilever creates in its
headquarters what's been one of the
major creators of co2 yeah coming to
work coming to work and sitting in an
air-conditioned office so if you're
really serious about that what would you
say don't come to don't come to work
don't get on that train don't sit in
that air-conditioned office and
interestingly Unilever has now got as
you put some of you will know one of the
most comprehensive flexible working
practices but it didn't come from
anything around you know wouldn't it be
great for you although that might have
been part of it it was actually pushed
forward by Pullman and his team saying
you need to get your co2 levels down
okay so but of course the challenge here
and I think it's it's not a challenge
specifically for the future of work but
it's a challenge for the future of
leadership and I'm going to come back to
this but at the end of my talk today is
it does remind us that we're living in a
multi-stakeholder world and it does
remind everyone of us that when we teach
our students as we do or in you in your
case as you help develop
your leaders and managers you've got to
help them realize that it's that they
have multiple people including societal
groups NGOs government's organizations
individuals who they now have to
understand and they have to appreciate
where each one of these groups are
coming from part of it of course is
globalization and actually again if we
go back somebody asked me earlier would
I say something about Davos last week
because I'm a fellow of Davos and I did
a lot of stuff there was there a theme
well yeah of course there was a city and
a part of it was about the implications
and backlashes of globalization and just
let's remind ourselves where we are in
terms of globalization and the future of
work immigration has been part of the
story for centuries in most of our
countries it's been a huge crater of
wealth and a huge crater of value right
across the world and indeed on top of
that we're also seeing fundamental
rebalancing of the world and we've been
talking about this since 2000 really I
think the year 2000 when people started
really talking about the globalization
of industries now you may be surprised
that it hasn't happened faster than it
did I mean actually here's China at
building large companies but maybe not
as fast as you thought it might here's
India with one of my favorite companies
Tata consulting services I adore TCS I
think it's a marvelous company employees
by the way now organically growing
380,000 people grows at 20% a year
organically that's that's quite a story
isn't it so they are these countries are
building amazing multinationals here's
the UK we've got fewer than we had and
France and Germany so this is happening
but let's look at the future one way of
predicting where the talent markets are
going to be is to look at where where
the tertiary education is a you know
who's been educating over the age of 16
now this isn't up what I'm about to show
you is not a perfect
way of looking at talent pools because
actually in India and China some of the
educational establishments are of very
poor quality so I could have also shown
you but won't the ranking of the world's
educational institutions then you'll
know that they're mostly in the northern
hemisphere very few in China very few in
India however let's not get complacent
about this and just take a look at the
figures 2000 2010 2020 so that's really
what's your that's your consumer base
that's your talent base and that's
changing fundamentally and however much
people may want to push back the forces
of globalization I don't think that's
going to work I think actually that
globalization will continue and you will
see countries like China and India
producing enormous numbers of educated
young people and work I think is also
shaped by social norms by you know how
we see ourselves how we see our families
how we see our loved one again asking
why are we working when do work how do
we work and here's one of the major
shapers as I see it and it's actually to
do with family structure this is work
from Stu Friedman who's a friend of mine
who who works at Wharton Business School
and for some years he's been asking his
students and you can see we've got data
here from 2012 1992 and 2012 and this is
a very simple question do you plan to
have or to adopt children
well 1992 everyone pretty much said yes
and 2012 everyone pretty much says do
you know I don't really know and that
for me as a point is not that they're
going to have fewer children they might
we don't know that they're too young or
too that these are MBA students but
actually when I teach the hundred year
life to my MBA students as I do as part
of my future of work elective I asked
them in fact we've asked every single
MBA students this year because we've
done a workshop
for every single student one of the
questions we ask them with a little
clicker is what sort of family structure
do you think you're going to have and
guess what they say let me ask you how
many how many people say that the most
that the largest number of people say
we're going to have a traditional family
structure where one person ie the man
and all the money does anyone know how
many people say it's going to be a dual
career yeah and it is I mean the vast
majority of our students and not only
are they building dual careers they're
also doing what sociologists call
assorted if mating they're marrying
people just like them what's happening
actually much of society you're choosing
people just you're choosing to spend
time with people just like you of course
that's got big implications for some of
the things that I spoke about earlier
because one of course I didn't really
point out to earlier and maybe we should
have done I'm just remembering it we
didn't really make enough of that did we
that you didn't say enough about that so
so that you can see a sort of mating is
simply going to encourage that very very
successful family structures where each
of them is the same but interestingly in
terms of the future of work I think that
many of you in organizations are not
really prepared for dual careers you're
not really prepared for the fact that
actually if you're going to live a
hundred years I'm going to talk about
that in a second
to be honest the most sensible family
structure is that you balance risk
between two of you that that would be
absolutely the most sensible thing to do
and that means that sometimes you go off
and learn or take a sabbatical or
explore or do whatever and the other
person pulls in and so this sort of what
we might call a sort of seesaw option
where couples somehow make it work we
think that that's in many of the talent
pools that you operate in that's going
to be what people most want to do and
that requires a level of
sort of self understanding and
relationship building which is way
beyond anything that was required in a
traditional marriage and they will want
you to understand that and to appreciate
it and of course you're already seeing
this that right across the world women
are working women with with children are
working okay in in career and it will in
Japan they're not but actually in many
of the developed countries of the world
female participation rates are very high
and finally of course obviously I'm
going to talk about longevity because
you heard that Andrew and I have just
finished our book it's been out since
June about what happens when everybody
lives to a hundred and let me just very
quickly rehearse this and I'm going to
run a workshop afterwards I just want to
say a few things very quickly isn't that
astounding that's the increase in life
expectancy where is it going to end
actually we had some really fancy pants
doctors at Davos and they all say a
hundred and twenty that's where they're
sort of aiming as where they seem to
want to live two hundred and twenty but
actually the thing that we want to
suggest to you when Andrew and I want to
talk to you about in terms of long lives
in terms of 100 year life is it's not
that you're going to be just like you
are now and then at the very end for 20
years you're going to be like really old
and then you're going to die it's it's
imagine that that extra years was given
to you every year so let's say instead
of having 12 months a year you had 15 or
let's say every month instead of having
four weeks you had six weeks or every
week instead having seven days you had
nine days or every day instead of having
24 hours you've got 32 that's the way to
think about it that's the way to think
about long life I think which is why
we're writing another book about it I
think it will fundamentally change
we think it will lead to a fundamental
restructuring of how we think about
lives how we think about the structure
of lives so let me show you why Andrew
the economist worked out the finances of
what you would have to do and Jane Jane
is one of our sort of protagonists in
the book she's going to live a hundred
years she was born in 1998 and if she
wanted to as many of your parents or
maybe even you thought you would retire
at 65
how much would she have to save how many
people here are saving 25 percent of
their income D'Arnot
you heard it for me Wow do you know what
that means it means you're gonna have to
live work a lot longer what do you think
is going to be the period if you if you
live to a hundred years and some of you
will and your kids certainly will how
long do you think you'll be working -
100 - 100 - 80 yeah I mean it's really
fundamental you know we've this is
humans it's really fascinating to be
alive now isn't it because we're having
to deal with unbelievable speed of
technological change and at the same
time well you have to what until we're
80 and it's all happening together wow
this is a really interesting period to
be around isn't it we're in a transition
that began to realize that we're in a
major transition just like the one that
you saw after the Industrial Revolution
and all the sort of misery that that
created before things settle down that's
where we are
so that means you're going to have to
work longer well that's great because we
all love work and actually in fact you
can see that people are already doing
that people are already working longer
some aren't at all as up there you are
you must be the only Greek working today
you're not even 50 you
the two of you what that must be the
whole Greek and you're not even
fifty-five yet okay so what was that
what's what's the headlines on this
pretty simple you can't have a three
stage life anymore you've got to have a
multi stage life you've got to do lots
of different things you've got to not
just have full-time education full time
working full time retirement clearly
you're going to have to have lifelong
education on you and that's your job how
exciting is that your job is to provide
lifelong education for your employees
the government has to do the same by the
way your job is to help your employees
lead a multi-stage life let them go
waste only academics have sabbaticals
why can't you have a sabbatical why is
the only 18 year old kids who have a gap
year why can't you have a gap here why
don't you become an independent producer
why doesn't every single person in this
room go out and build a company why are
we doing that one now I've told you that
you're going to be around for another 50
years 1 or 60 years you got plenty of
time plenty you plan to look after the
kids build a business take a gap year
take a sabbatical Wow isn't it amazing
that's the way to think about it and
that's what you need to build as a
narrative for your employees what might
you do look there's lots of things you
can do but here's some things I think
you could be thinking about or doing
right now
number one prepare for diversity I know
you know we've been talking about
diversity forever we all know that but
actually I'm not just talking about
gender diversity I'm also saying that
the sort of jobs that are going to be
created in the future and the sort of
ecosystems that are going to be
supporting them will have both
demographic diversity in terms of women
and older workers and these couples were
you know one time one is working one
time the other isn't but huge working
arrangements freelancers joint ventures
micro enterprises so you know
the idea of the man with the wife at
home coming to you until the age of 65
full-time that's a minority
please don't build your HR strategy
around that person because actually
there's not many of them they are coming
in all sort of shapes of sight outside
and that means by the way you have to
redesign your HR strategy and here's
some immediate thoughts about that scrap
graduate internships forget it why bring
everybody in when they're 21
I mean seriously why are you doing that
it's like why is the government giving
us all our money for education to be
spent before we were 21 years old it's
mad it's got to change why don't you be
the company that changes it why aren't
you bringing in 30 year olds once
they've already started their business
why aren't you delinking pay with age
one of the reasons you don't want your
over-60s to stay is because every year
you pay them more that's a mistake it
makes them very expensive one yes you
need to think about whether they're
productive or not and your only use
you're only doing that because you don't
have good productivity measures if you
did you'd pay people on the basis of
their performance and their productivity
not on their basis of their age scrap
retirement if you're in a company that
says everybody should go leave at 55 or
60 forget it you know it was really
interesting I ran a workshop at Davos
100 year life and one of the people that
was on the panel with me or on the
workshop with me was the woman who runs
the American Association for Retired
people they don't call it that anymore
they could AARP it has as members wait
for this 38 million people it's a
biggest voluntary camp a group in the
world she said and it really held with
me and I'm sort of mulling it over a lot
she said because I kept saying you know
look at me I'm 62 60s and new 40
she says forget that 60 is not the new
40
it's not the new 50 60 is a 50 year old
with another 10 years experience and
that's the point you need to think about
you're over 55 of assets not as
liabilities and you need to think about
all the wisdom and experience and you
know ways of thinking about the world
that they've got okay number two and you
can do this right now
refocus from tangible assets just
spending all your time talking to people
about money to intangible assets and
you're very fortunate because Andrew and
I have done a lot of work on intangible
assets and here they are
productivity vitality transformation if
you go to our website
www.farkyaratanlar.org or than 10,000
last time we looked at with 10,000 and
the results are very interesting one
thing they've shown and we've written to
HP our blogs about this is guess what
the stereotyping of Ages is absolute
nonsense please do not use the word
millennial baby boomers Gen X Gen Y stop
using those terms they are stereotypical
and there's no evidence for them we
found no age differences in people's
interest in keeping healthy or
interested in learning or interest in
use it the way that they're using
technology is we are making such
terrible stereotypical comments about
different age groups number three and
this is my final point this does have
big implications for leadership I'm not
going to say too much about this I wrote
about this in a book called the key but
but let me just very briefly summarize
what I think this means for leadership I
think basically we have to realize that
leaders are operating in probably the
most difficult context that we've seen
them I certainly I've been at London
Business School now for 28 years and I
can see that the context that leaders
are working in is very very complex and
difficult to understand and here's four
reasons why that's the case
a massive short-term pressure in terms
of profits followers who talk are very
bold in terms of the where employees are
very bold in terms of what they want
citizens that are watching your tale all
the time and a great deal of
transparency so what's the way around
that I want to suggest that you might
want to think as you're thinking about
building your leaders two things one is
what I might you might call the the
outer journey which is what is it the
join the journey that your leaders take
to understand the world that they're
living in and the other would be the
inner journey what's the journey that
your leaders are taking to understand
themselves and they both they need to
take both those both in terms of the
external journey you know in terms of
building alliances and understanding the
world and how it might change and in
terms of authenticity in terms of both
their knowledge of themselves but also
the crucible experiences the things that
you're giving to them that help them
understand themselves more more deeply
and I just want to finish by saying you
know I'm so thrilled everybody's here
today we are in a period of transition I
say that quite sort of loosely but it's
taken me a couple of years to realize
that that this is a transitional state
it has within it a great deal of anxiety
and your job as HR strategists is to
help your organization and to help your
employees build a narrative about the
future that is honest but at the same
time positive and then put in place what
they need to make those positive changes
thanks very much
[Applause]
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you
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