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.