The third industrial revolution , re-learn Data and...
Transcript of The third industrial revolution , re-learn Data and...
Thethirdindustrialrevolution,re-learnDataandManagementtosurvive.
Thethirdindustrialrevolutionwhichstartedinthe1990’sistransformingoursocietyinthegreatestextentthaneverbefore.Whydidittakesolongforhumanitytounderstandthat1997wastheyearwherehumancognitivesupremacystartedtolosegroundonartificialintelligence?GarryKasparovwasdefeatedbyDeepBlue,amonstercomputerbyIBMthatbroughttheworld’sbesthumanchessplayertohisknees.Thislostbattledidn’tcreatemuchemotionatthattime.
9yearslater,inMarch2016,LeeSedoltheGoworld’schampionfromSouthKoreawasdefeatedbyAlphaGothenewcomputerfromGoogleDeepmindprogram.
Lastweek,AlphaGoZero,(thelatestgeneration)becameaself-taughtcomputerthatdoesn’tneedtolearngamesfromhumans.Itisimmenselymorepowerfulthanitspredecessor,itplayedagainstitself,hadonlytherulesofGoprogrammedandaftermillionsofgames,cameupwiththesharpestwinningstrategy.
DataandDigitalworld
Suchquantumleapsincomputersciencehavedirectimplicationsontheglobaleconomy.Obviously,thesupercomputers’primaryusageisexpandingbeyondboardgames,let’shavealookatwhatthismeanstoourdailylives.
WatsonisIBM’sArtificialIntelligenceplatform.Winningchessgamessoundsimpressive,butDeepBlueoffspring,isnotonlycrushinghumanplayersatJeopardyitisnowenteringthebattlefieldagainstcancer.IBMisnotaloneinthisfield,StanfordUniversityresearchershavereportedamuchgreateraccuracyindetectingaspecifictypeofcancerintissuesthanitshumanepidemiologistscounterparts.
Stanfordagain,reportedatthebeginningoftheyeartheconsolidationofaskincancerdatabasewithcloseto130000pictures.ThenextstepistobringAIintoyoursmartphoneandprovideyouwiththeabilitytoaccuratelydiagnoseathreatfromapictureyoujusttook.Imightnowrevisitmypositiononpeoplemakingselfies…
Combinedwiththestellarprogressachievedinrobotics,AIwillradicallychangethefaceofmedicinethewaywehaveknownit.Irecommendyouwatchthisverybriefvideoofasurgeonrobotstitchingagrapeskinbacktothegrape,itisworthathousandwords.
Itsoundssocounter-intuitivetothinkthatAIisgoingtoimpactthemostqualifiedpositions,likeoncologistsorsurgeons.Theabilitytolearnandabsorbamassiveamountofknowledgewithinweeksthattookhumanitymillenniumsiscertainlythemostdiscomfortingthoughtonecanexperience.
So,ifyourjobisaboutdealingwithcomplexpatterns,providinganalysissupportedbyextensiveknowledge,AIwillsoonbefarmoreefficientthanyouatit.Iamreferringto
positionslikemedicaldoctors,lawyers,financeofficers,traders,portfoliomanagers,auditors…
The3rdindustrialrevolutionishittingbothendsofoursocialspectrum.Wesawitcomingwhencashiersstartedtobereplacedbyelectronicmachines.ForUSD10000asupermarketcanorderalowmaintenance,unionfreeworker,operating24/7electroniccashier.Amazonwentabitfurtherandisintroducingcashier-lessshops.Consumerscanwalkinandoutwithoutanyhumaninteraction,AmazonGOrequiresaclientIDandasmartphonewiththeAmazonappandthat’sit.Nolines,youarechargedasyouwalkawayfromthestore,thestoreITecosystemsknowsexactlywhichproductsyouputintoyourbag.ForthemomentonlyAmazonemployeescanaccessitasitisstillonbetaprogram.
Ourelitesdidnotseeitcomingforthemselves.
Yet,aspreviousindustrialrevolutionswearetalkingslowanddeeptransformationofoursociety,let’snotfearitandlet’sembracethechangesthatareshapinganewworld.AIisnotthatdifferenttoEdison’sfilamentlightbulbbackto1880.Mostcertainlywereoillampmanufacturers,gasstreetlightsmakersandcandlesindustryimpactedastheirproductsbecameobsolete.Projectedtotheworldeconomyofthenewcenturyelectriclightingbroughtincrediblewealthandcomforttomodernsocieties.
ArtificialIntelligenceisourcentury’selectriclight.Massivelydisruptiveandyetconveyingsomuchhopeforthetransformationofourworldasweknowit.Progressshouldnotbefeared;technologyandsciencearenoevil.
ProgressdidnotslaughterArmeniansin1915,northeEuropeansJewsduringworldwarII,ScienceisnotresponsiblefortheCambodianmassacresin1975norforthedreadfulTutsigenocidein1994.
Humanstupidityandignorancearethegreatestthreatstohumanity,notprogress.
Whatarethemostvisiblechangesintheemploymentworld?
AccordingtotheWorldEconomicForumthereare8categoriesofjobsthatwillbeindemandby2020.
Thisinterestingcharthighlightsthenewequilibriumbetweenfadingawaypositionsinheritedfromourpreviouscenturyandtheemergingjobs:
InthisarticleIwillfocusontwoofthem:ITandManagement.Thisself-limitedchoiceisdrivenbytworeasons,firstlyITiswhereourindustrialrevolutioncomesfrom.Secondlyinaworldwhererationality,equationsandmathematicswilldominate,humanitywillbeinabetterplacewithfullfledgeseniormanagers.Theywillinstillrelevantvalues,bethegatekeepersofethicsandensurethebestbusinessdecisionswillprevail.
Theriseofdigitalanddata
InFrancealonewhere5000to10000data/digitalpositionsareexpectedtobefilledouteveryyear,universitiesdevelopedprogramstobridgethesupplygapbutsupplymerelyreachesafewhundredgraduatedstudentsperyear.
IntheUSA,acompetencyshortageofabout190000peoplecombininganalyticalskillsetsandITisexpectedin2018.
GartnerGrouppredictsthatby2017,27%oforganizationswillhaveaChiefDataOfficer.
Visionarycompanieshavealreadysetupadigitalfactoryorganization.Itisusuallycomposedof3interdependententitiesordepartments:
Capturingandsecuringclient’sloyalty.Profilesinthisdepartmentwouldlikelybetrafficmanager,SEO(searchengineoptimizer),andWebmaster.
Experience.Thisisaboomingsectorwherethegoalistocreatethesmoothestandmostprofitableinteractionbetweenusersandtheirapplicationsontheirsmartphone,tabletsandcomputers.ProfileswouldbeProductowner,UserExperience,UserInterfaceandTechnicalWriters.
Factory.Thisistheplacewherecodeisbeingdevelopedandintegratedwithinthekeyhardwareandsoftwarecomponentsofthecompany.That’stheplacewhereScrumMasters,Architects,BusinessAnalysts,Developers,IntegratorsandTesterswouldbethetypicalprofiles.
Whataretheemergingjobsresultingofthisprofoundtransformation?
DataisdrivingtheagendaoftheITworld.Dataisknowledgeoncompetition,onhowwellwearedoingontheproductionfloor,onwhatcategoryofemployeeismorelikelytoquitonus.
HarnessingdataandmakingitrelevantforatruestrategicturnaroundistheroleoftheChiefDataOfficer.IntheUSAonly21%oforganizationsarecurrentlyequippedwiththisrole.Europeisslightlymoreadvancedwithapeakof30%inIreland,27%intheUKand20%inPortugal.
HereareafewcompellingnumbersthatwillhelptounderstandthescaleofwhatDataandDigitalareabout.
Weare7.5billionhumanbeings,54%liveinurbanenvironment.
3.7billionareInternetusers,abouthalfofhumanity.
Activesocialmediausersrepresent2.8billionpeoplethatis37%oftheglobe’spopulation.
4.9billionofusownamobiledevice,thatis66%oftheplanet’spopulation.
Finally,2.5billionpeopleareactivemobilesocialmediausers,thiswillaccountfor34%ofthepopulation.
Thesenumbersaredizzying,butjusthavealookattheirgrowth:
Allcountriesarenotcreatedequalintheirquestandreadinessfordigitalization:
Thefollowingjobsareinhighdemandacrosstheglobe.Thebriefdescriptionsbelowaremeanttobringawarenesstobusinessleaderssothattheycanembarktheirorganizationintothedigitalagebeforeitistoolate.IamalsothinkingaboutLearningandOrganizationdevelopmentprofessionalstoboostuptheirofferingstoallowprofessionalstobuilddevelopmentpathstonewsjobs.Let’sstartwithDatajobs.
ChiefDataOfficers:Theyspearheaddatacollectionandorganizesmartsharingoftheiranalysiswithotherbusinessunits.Theyenforceethicalusageofthesedata,CDOpossessstrongtechnicalbackgroundinstatistics,math,ITandaboveallaverystrongfocusoncorebusinessandinnovativethinking.
DataScientists:TheycollectdatafromscatteredsourceofinformationtobuildpredictivesystemsthroughAIandmachinelearning.Typicaloutputswouldbebusinessdecisionsupportingandscoringtools.TheyareagilewithquerylanguagessuchasSQL,Hive,Pig,…anddatabasesstructures.TheyareexpertswithlanguageslikeC#,Pythonbutmostimportantlytheymustshowgreatproximitywiththemeaningofthedatatheyanalyzeotherwisetheyruntheriskofprovidingirrelevantanalysis.
DataProjectManagers:Theydrivecomplexprojects,(incompliancewithinternalstandardsandmethodology,processesandtools),aimingatdeveloping,implementingandmanagingsolutionstointegrate,analyzeorvisualizedata.Theseprofessionalsmustmasterprocessdevelopmentlifecycleskillsontopofsolidprojectmanagementexpertise.
BigDataArchitects:Theirroleistounderstandcurrentandemergingneedsfromusersofbigdataandanalysissystems,todocumentandestablishblueprintstodevelopacoherenthardwareandsoftwareenvironment(incompliancewithbothinternalandexternalrules).TheymustbeagilewithleadingtechnologiessuchHadoop,Kafka,ElasticSearch,Spark,Cassandra.
DataPrivacyOfficers:EnterprisesoperatingintheEUwillbe“delighted”toknowthattheGeneralDataProtectionRegulationactnowmakesitmandatorytoappointsuchapositionby25thMay2018.Theyoverseeeducatingandtrainingstaffonalltopicsrelatedtodataprotection,runningaudits,beingthecontactpointwiththeDataProtectionregulator,followinguponauditrecommendationsandcommunicatingtheiranalysis.AgoodcommandofEUlegislationandsolidunderstandingofITenvironmentarekeyforsuchroles.
Digitaljobscoveralargespectrumfromstrategictransformationoftheorganizationthroughdigitalizationtoprovidinganengagingexperiencetoclientsthroughtheirphonesorcomputers.
ChiefDigitalOfficers:Theyareresponsibleforthedigitaltransitionoftheirorganizations,theydefineDigitalstrategyanddesignandimplementtheactionplan.Theirroleiscriticallyembeddedwithinthe“changetheorganization”culture.Theyarethebridgeheadofdigitalculture.Theythinklikemarketersandseekallopportunitiestoleveragealldigitalchannelstocaptureandretainclients.Asdigitalleaders,theydirectlycontributetovaluecreationthankstotechinnovationandtothenewworkorganizationsderived.Theyareinnovationchampionsandcontinuouslydriveinitiativeslikehackathonsorlearningexpeditions.
UX(UserExperience)Designers:Theydesignwebsitesanddigitalapplications’framework,theyleaduserstestingsessions,analyzeresultsandpresenttheirfindingstotheUXteam.Theyareresponsibletoensurethatimprovementsarecarriedovertoapplications.Theymaintainconstantinteractionwithusersthroughoutthedesignphase.Theydraftthe“userexperiencepath”fornewcampaignsornewappsandseeknewwaysortechnologiestoensurefastadoptionbyusers.
ProjectManagerse-CRM:Theyareatthecrossroadsofcustomer’sloyalty,e-reputationandprofitabilityofthedigitalchannel.Theyanalyzethedataofwebsitesvisitorsandclients,findnewwaystocollectmeaningfuladditionaldata,analyzebehaviorswithbehavioraltargetingtoolsanddefinenavigationscenarios.They
providereportingonnavigationandpurchasingpatterns.ExcellentsummarizationandanalyticalskillsarerequiredtodeliverCRMstrategyandanalysisonROIforpreviousmarketinginitatives.
MobileApplicationsDevelopers:Theydevelopandenhancemobileapplication(Android,IOS),rolloutinnovativefeatures(geo-localization,virtualvisits,EnhancedReality,voicerecognition,geo-fencing…),theyareconstantlyconnectedtonewtrendsandinnovation.Prototypingmindsetisessentialtoexplorenewdevicessupportforwideradoption(connectedwatches,in-carsystems,TVboxes…)
Managingneworganizationsandradicallychangingworkforce.
IhavecoveredabovesomeemergingjobsintheITfield,manyofthemareborderingITandmarketingorclientrelationship.Thistrendwillspreadinallfunctionsofallcorporations,globally.Managingorganizationsandpeoplewilltakenewskillsetsandmoreimportantlybrainswiredwithnewpriorities.
Thenewmanagementchallenges.
Profoundtransformationtrendsareatworkandtheywilldeeplychangemanagerialculture:
Transparency,fastchangingdemographics,acceleratingtechnologyandglobalizationandsimplification.
Korean-bornGermanphilosopherByung-ChulHanpublishedthetransparentsociety,itbeautifullydescribesthedominationinthepublicspaceoftransparency,perceivedastherespectablepathtowardstheendofcorruption.Hewalksthereaderthroughasubtlerreality,moreinformationmayresultinlossofprivacyanddisappearanceoftrustwhenblindfollowshipintechnologyleadstohomogenization.
YetmoretransparencyintheCorporateandPoliticalworldwilleliminatepracticesofanotherage.
JustacoupleweeksagotheWorldHealthOrganizationappointedRobertMugabe“goodwillambassador”.Fortunately,theglobaloutcrycreatedbythissinisterdecisionledtothecancellationoftheappointment.Themostimportantlearninghere,iswhatkindofleadershipteamisatthetopoftheWHO?
Oldboys’clubshavealwaysexistedandsurvivedsofarbypromotingincestuousnepotism.ThesedetestableexecutivepracticesmustbeexpungedfromC-suitesandboardroomsortheirequivalentbodiesinNGOs.
Afewmonthsback,FoxnewsNetworkgotentangledinasexscandalthatledtothedepartureofprominentfigures.Insteadofaddressingillegalandmorallyunacceptablebehaviorsfromexecutivemembersastheyoccurred,thecompanychosetodiscreetlybribe-outvictimsbyspendingdozensofmillions.Whatisleftofthecredibilityoftheexecutiveteamtostandupinfrontoftheiremployeesandshareholders?
WellsFargodiscloseditwouldpay$185milliontoregulatorsbecauseitsemployeeshadbeenillicitlyopeningnewaccounts(3.5millionaccounts)forcustomerstomeetquotas.ItsCEO,JohnStumpfhadbeenboastingaboutsuperperformanceofthebankandtheincredibleratioofaccountsperclients.Theextremepressuretomeetquota,pilotedfromtheverytopofthehouseledtoamassdismissalof5300employeeswhowerelabeledasrogue.IttookmonthsandaSenatehearingtoforcetheBoardtoevictJohnStumpf…
OxfordEconomicsidentifiedthatonly51%oftopleaderscouldinspiretheirteams.Someoftheexamplesabovecertainlyhelpunderstandwhy.
Theseexamplesarelessthanayearold.Leadersoffutureorganizationswillbeconfrontedwithunacceptablebehaviors,fraud,conflictofinterest,justliketheirpredecessors.Thealreadyincreasingfeminizationofseniormanagementwillacceleratethecrumbleofunethicalcultures.Couragewillbethestrongestattributeofthetransparentleader.
Simplifyingthingsinafast-changingglobaldemographicsandtechnology,
TheAsianmiddleclasshastripledinvolumesince2009andwillrepresent1.7billionpeoplebytheyear2020.Mediasprojectacrudelightonthirdworldpovertywithdishearteningpictures,butfactsshowthatextremepovertyhasdeclinedfrom43%in1993to21%in2013.5billionpeopleareenteringthemiddleclassforthefirsttime.(OxfordEconomicsandSAPstudy)
RemembertheYgenerationandthemyriadsofquestionabletrainingsonhowtodealwiththem?Well,by2025theywillrepresent75%oftheworkforce.
41%ofexecutivesworrythattheirorganizationwillnotkeeppacewithtechnologychangeandlosetheircompetitiveedge.McKinseystudy.
Becauseofthemisconductofsomefinancialorganizations(subprimes,Madoff,WellsFargo…)andbecauseofpoliticiansdrivingtheirpersonalagendasonawhite-knightcruiseagainstfinance,regulatorshaveproducedagiganticquantityofdirectives.
Thecostofcompliancehasskyrocketedoverthepast5yearsandthecomplexityofconductingsimpletransactionscrossbordershasreachednewheights.Ithasbecomesomewhatcomical(fromanoutsiderperspective)toseehowbanksaredealingwithMiFID(MarketsinFinancialInstrumentsDirective).InanutshellMiFIDisaimingatcreatingharmonizationacrossjurisdictions,protectinginvestors,increasingefficiencyandenhancingfinancialtransparencywithinEU.
BeingMiFIDcompliantisnotanoptionifyouwanttokeepyourbankinglicense(inotherwordsstayalive).Thewaythedirectivewascraftedcreatesatsunamiofchangesinallfinancialinstitutions.Theyspentbillionsofdollarstocomply,crippledtheiroperationsbyshiftingresourcestobecompliant.Trainingeffortsareincrediblyhighandtheamountofdatatobemasteredreachesthecapacityofthehumanbeingtoabsorbnewdata.
Bythewaythisisonlyonerecentdirectivethatcomesontopofadecadeofregulatorycreativity.Healthcare,nutrition,manufacturersoftoys,sportgear,cars,computers…arealsoblessedbyregulationfrenzy.Thetrendisnotshowinganysignsofslowdown.
Thisabsolutelylegitimateroleofgovernmentstoprotecttheircitizensagainstabuseofroguecorporations,byitsexcess,isdestroyingvalue.
Newmanagementchallengewillthereforebetomastersimplificationandcascadeit.
EcologistEricBerlowofferssomehintsonhowreducecomplexityintoeasilybitablechunks,onthisgreatTEDtalk.
IwillrefertoYvesMorieux’simmenselysmartworktolaythefoundationonsimplification.
IalsorecommendwatchinghisTEDinterventions,funandactionable.
YvesMorieuxlaysout6stepstosteerawayfromcomplexity:
1- Understandwhatyourpeopledo,…reallygobeyondthesurfaceofappearances,digdeeperfromthejobdescriptiontounderstandhowpeople’sjobinterconnectwiththeorganization.
2- Reinforceintegrators,empoweryourmanagersbyremovinglayersthatkeepthemremotefromtheaction.Givediscretionarypowertomanagerstoreducetheabundanceofrulesthatcrippleinitiative.
3- Increasetotalquantityofpower,toredistributepowertoindividualsthatwillmakethedifference,basedontheirindividualabilitytoimpact.
4- Increasethe“shadowofthefuture”,introducefeedbackloopsthatexposepeopletotheconsequencesoftheiractions,forinstancemoveadesignengineertowarrantydepartmentsothathewillpersonallyassumethedesignflawsoftheproducthecrafted.
5- Increasereciprocity,removethebuffersthatmakepeopleself-sufficient…andprotectedintheirownbubbletocreaterealinterdependency.
6- Rewardthosewhocooperate,andblamethosewhodonot.LegoCEOintroducedanefficientpolicy,notblamingthosewhofailed,butthosewhodidn’thelporfailedtoaskforhelp.
Thistidalwaveofdataanddigitalthatisreshapingourecosystemisagreatopportunitytorethinkourleadershipstructuresandachallengetoassociatesimplicitywithextremesmartness.