Digital technologies are multiplying the pace of change and the so called progress. Increasingly we talk about market disruptions, business models that have produced margins and sustainability for years now they keep getting replaced by new ones at a faster and faster pace. A key role that technology has within these dynamics is to boost the speed of the entire process influencing directly the way business models (from producer to user) are set. Interestingly within all of this people’s original ideas and visions still represent the essential sparks and foundations of it all: this is why arguably much before technology open visionary mindsets are relevant to progressive changes. We will debate about these topics from several perspectives during a debate held as part to the 2016 edition (the 7th one) of the University of Pisa International MBA.
This is an interesting article just published (March 2016) on McKinsey Quarterly “The essentials of digital strategy” , it points out in a clear way several new possibilities and opportunities shaped up by all of this.
The companies involved in the debate will introduce projects that are underway and that are leveraging upon both fresh mindsets with a global projection and the latest digital technologies enabling it all.
Richard Branson’s Virgin Group has been an advocate of this practice for years. He has recently pointed-out the research within his blog , underlining also that in some major companies people have shown that they would be happy to give trade part of their salary with more flexible hours (see for example a study within Samsung cited by Branson) .
In many ways Virgin Group cannot be considered a key reference to the trend because of its uniquely rooted culture: since the very beginning it has always featured a flair for aggressive business development and a zest for letting people express their personalities and interests “work hard, play hard” is no-doubt one of the Group’s mantra.
In 2013 some direct statements by Branson made headlines on many newspapers across the globe “Give the people the freedom of where to work” . Now it seems like this is set to become mainstream also within more traditional organisational cultures; the reason for that is that increasingly companies need to focus on actual effective and efficient results and those often do not have many rational links to the routine of ‘showing-up on the job’.
While this concept begins to make headways (if not for an actual focus on work – life balance, because of a pragmatic one on business development) the issue here is about the need for a suitable mindset and training to develop this novel way to work (even if, to many of us, entrepreneurs and professionals alike, this has not been novel at all for decades…) .
In fact, flexible working requires two essential factors: a) people need to become aware of their skills to work with little task supervision yet meet stringent quantitative and qualitative targets (awareness need to focused continuos improvement action); b) companies need to have clear ideas of what needs to be assigned to whom depending on the people level of know-how, talent and what is actually needed to reach a well identified target.
To me both issues can be quite troubling at least at the beginning of this trend. In particular it’s the organisational ‘homework’ that mostly concerns me: today how many organisations (large or small) are not only willing but also ready to organise work concrete targets that individuals (because of their talents and actual know-how) can handle swiftly and effectively working by themselves or in groups? Let’s talk about it…
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