Thursday, June 15, 2017
The Automation of the fast food industry
Monday, June 12, 2017
PIONEERS OF INNOVATION AND CREATIVITY
Sunrise invites you to step inside the cutting-edge world of A.I.—tomorrow—Tuesday, June 13th, 2017, from 1:00pm to 8:30pm at the Quadrus Conference Center in Menlo Park.
Join the most innovative A.I. companies and smartest A.I. venture investors on the planet at the Silicon Valley AI Summit 2017 for an intimate gathering of networking and deal-making. See below for the complete list of speakers.
I will be personally doing a fireside chat with one of the Valley's bright new VCs, Nicholas Davidov, Cofounder of Cherry Labs and Gagarin Capital—whose portfolio company, MSQRD, was just acquired by Facebook, and his other company, a photo-editing app called Prisma is one of the hottest new apps on the market.
There is no other high-powered, insider event in Silicon Valley that brings together the top private companies, thought leaders and venture capitalists focused on the forefront of artificial intelligence.
PARTICIPANTS
Saturday, June 10, 2017
Are accountants at risk of becoming redundant?
When the Centre for the Economic Development of Australia (CEDA) wrote a report titled Australia’s Future Workforce?, it was pointing that chilling question mark at you.
IBM has a computer, Watson, that can diagnose your medical condition. It’s already read two million pages of medical textbooks and 25,000 training cases. Associated Press has robots writing sports reports and finance updates. You might have read one in your newspaper without knowing. It’s not just guys on the production line who are losing their jobs to robots and algorithms.
It’s you.
“By the 2030s there is a high probability that occupations such as accountants, estate agents and even economists will not exist or will be significantly depleted,” says CEDA’s report.
How high? When it comes to accountants, 94 per cent, according to Australia’s Future Workforce?. Distance to 2030? 13 years. How old are your children?
A couple of dozen lines of computer code couldn’t do my job, you want to think. But how many clients you would have if the ATO weren’t doing your marketing for you? Today, businesses need accountants because tax is complicated and, let’s be honest, a little frightening. We’ve liked it that way. But as the ATO gets better at milking raw data from employers, banks and government agencies and churning it into tax data, the need for small businesses to lodge BAS or a tax return is vaporising. When your compliance work goes, what will be left?
Lots.
Compliance will lose all its value, but accountants can still sell considerable value. They can help their clients run their businesses, especially startups—newborn businesses that need wise hands to guide them as they take their first breaths. But there’s a catch.
The business advice needs to come from people who know how to run a business, not just count its profits and losses.
It’s not going to be easy money. And it’s going to require some recalibration of the accountant mindset. It’s beyond putting numbers in boxes, and it’s about counselling educated risk (you provide the educated part). The conservative accountant is a generalisation, but there’s a reason accountancy practices haven’t set the BRW Fast 100 on fire.
To take your place as trusted advisor to tomorrow’s businesses, there are three things every accountant needs to do this year:
Accept that change is needed. If you’ve snorted at the suggestion that the computers are coming for your job, you need to think deeper than the fear. Even if you don’t think a computer could ever do your job, it couldn’t hurt to get better at adding value as well as guiding compliance, could it? One suggestion might be to stop emailing your clients to alert them to every change in the law. They want context and advice, not a legal education. Don’t show them the law, show them the money.
Upskill. A horrible word, but call it what you want. You need to be equipped to give business advice, which means eating your own dog food. Take the IPA’s excellent business courses. Apply the lessons to your own business. Look at what you need to change, change it and show others how to do the same.
Look for 2017 on the label. It’s laughable to think that it’s okay in 2017 to be managing clients with the same tools you were using 10 years ago. If you’re still doing something in 2017 that you were doing in 2000, you need to have a hard look at it. Is that a Nokia in your pocket? No, so why are you still managing your clients with Outlook? In just the last couple of months of 2016, we picked up $200,000 in work from clients who came to use because their accountants weren’t replying to emails. That’s why my team responds quickly. And I know they do because we have software that measures response times. You can use technology to help you run a better business, or you can wait till technology replaces your business.
Your new clients are out there waiting for you. They’re waiting for a business advisor who can talk to them in plain, simple English. They’re not looking for someone to talk to them in the language of balance sheets. They’ve had that, and now they can have it in the cloud. They’re looking for someone who can say, “Hey, if you cut down the time your customers take to pay by just five days, you’d put another $20,000 a month in your bank account.”
The practices that thrive in the next five years will be the ones who can give context and advice that clients see moving the bottom line. Let the computers put the numbers in the boxes. Your job is much more exciting.
Thursday, June 8, 2017
Wednesday, June 7, 2017
We cannot write about the Future of Work
The vocabulary to describe the beyond the future of work does not exist yet.
Abstract words we are currently using in attempt to imagine this foreign landscape include “unprecedented”, “technological transformation” and “adaptability”.
Employees have to unlearn their native language surrounding what it means to have their own job, profession and career. They need to relearn how to be resilient, adaptable and open to change.
In the past, the predictable timeline began with education, transitioned smoothly to career, concluding in retirement.
Today, instead of learning to work, we have to work to learn. How else can the average professional worker of this generation experience 17 different jobs across 5 different industries or survive multiple paradigm shifts?
Instead of associating our identity with our job, our company, our education, we begin to think of ourselves in a whole new way.
To conceptualize a job as the skills it requires, rather then the title at hand, is the mindset in which to strive. Employees are empowered to view themselves as a partner as they realize the profound value in a portable skillset and an ability to learn from the tools as well as with them.
While the human species is getting smarter and more efficient, the individual has the same cognitive capacity and bandwidth. The individual will need to shift toward utilizing the emotional and imaginative faculty of critical thinking and problem solving as machines replace every possible aspect of manual tasks. To access our cognitive bandwidth is to employ automated technology that will replace non-creative tasks. There is a misconception that high level jobs are safe from automation and low level jobs are at risk.
As degrees don’t guarantee jobs, we enter a renaissance period of learning, which values learning agility and mindset as what is needed are highly skilled people who can solve ambiguous and complex problems with creativity and collaboration.
Spongelike learning and wisdom and knowing have now converged
The domain of the elite is making ones passion productive, which can be done by being open to every industry, as we carve the line between ‘what is human work’ and ‘what is machine work’. Human work will involve innovative entrepreneurial problem solving. Soft skills. The ability to help others.
Platforms are more valuable then products as they aim first to create value then deliver supply to a market. Thus, to move out of scalable production to scalable learning is a step toward employee empowerment. Employees will be viewed as partners with the freedom to explore the entire spectrum of industries.
Concepts Gleaned
- Reinventing the notion of a firm – alternate value creation not product division. Create value rather then deliver products and services to a market. Supply chains.
- Moving out of scalable production to scalable learning
TED TALKS to watch
· the unbicycle - how to unlearn
· the importance of why - Simon senior
· utopia for realists
· cognitive bandwidth – creatively contribute (school model to create value)
· work to learn.
Tuesday, June 6, 2017
Beyond the Future of Work is Learning #FOW
Three trends are conspiring to make 2017 a year of higher job insecurity and higher odds of individual economic ruin. First, jobs everywhere now require more analytical, social, and emotional skills than ever before. In the 1930s, "shovel ready" jobs were literally that: give a person a shovel and put them to work. Today, even jobs that don't require college educations require a much higher level of skill. Roads aren't built by a crew of shovelers; they require skilled equipment operators.
Second, the gig economy is a brittle one. While some prefer the flexibility, for too many it's a way to pile on even more hours in a struggle to make ends meet. That exacts a physical and psychological toll. And it often comes without health care, vacation, and other benefits, which buffer individuals from the random bad stuff that happens in life.
Third, the rise of artificial intelligence will reduce the need for people in many roles, ranging from driving services to customer support to finance. That's the baseline. That's already underway.
But there's a scenario where it gets much worse. The US educational system isn't geared to address the analytical, social, and emotional skill gap. It’s a system that was designed for a different age: a time when memorizing facts was the right preparation for jobs that were often highly structured and repetitive, at companies that faced far less competitive pressure and both chose to and could more easily afford to offer lifetime employment, pensions, and even a holiday turkey for every family.
The gig economy could also get worse. As it grows, average worker income will drop because not only will an increasing supply of more gig workers (who often come to gig work for lack of alternatives) drive down the average labor rate, but the companies coordinating the work will seek to extract more profit.
And artificial intelligence will be here faster than anyone expects. 10 years ago there was no iPhone, let alone self-driving cars, let alone an Alexa device that lets you do all your shopping from home by talking to it. It's an odd moment to realize that 70 years of science fiction -- Star Trek's communicators, Knight Rider's autonomous car, and Asimov's all-knowing, voice-operated Multivac -- happened in the last decade. It's hard to imagine how much further technology will go in the next 10 years.
Put all this together, and we'll see a growing gap between workers' skills and employers' needs, an increase in job and wage insecurity, and a potentially rapid elimination of even the service jobs (driver, restaurant server, broker, etc.) that we thought were safe. And it will come far faster than we expect.
All this leaves one feeling like Woody Allen, when he said,
"More than any other time in history, mankind faces a crossroads. One path leads to despair and utter hopelessness. The other, to total extinction. Let us pray we have the wisdom to choose correctly."
But there might be a third way. A difficult, nose-to-the-grindstone, un-sexy, non-heroic path. It will require three enormous, ponderous communities to work together. The educational system needs to become more focused on analytical, social, and emotional skills. I don't mean spending 100% of teaching time on these areas. But hypothetically, even going from 8% of time spent on these areas to 10% would be a 25% increase. And if resume writing and interviewing practice became standard, that wouldn't hurt either.
Employers too need to invest in this kind of training. The workforce doesn't today have all the right skills in all the right places. That's why unemployment hovers around 5% but millions of people are facing stagnant or declining wages.
Employers also need to hire differently, and get better at assessing potential, instead of writing someone off because they don't have the right experience.
Finally, the government needs to encourage this. It should provide incentives for employers to take bets on people and make longer-term investments, and support and reward non-profit educational institutions that experiment with and implement new curricula.
That's the path out. And there's no glory in it. Just a steady, relentless, vital, necessary slog. But otherwise the future is going to increasingly be one of workers who won and workers who lost. Today we're at Woody Allen's crossroads. Unless ...
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"Warning to All" image copyright Isaac Asimov (1956) from his short story "The Last Question"
BSI Learning explores the future of work from the correctional centre to the boardroom
Press Release
Minister for Corrections David Elliott on the 24th of May, 2017 announced BSI Learning had won the contract to deliver the majority of the education and training in prisons. BSI Learningas the registered training organisation was appointed following a rigorous tender process.
This initiative by the Government would increase the number of inmates participating in education and training by 20 per cent. This will help make offenders job-ready upon release, more equipped to integrate into society and less likely to reoffend.
BSI Learning has been a major provider of educational services to government departments, corporates, non for profits, job services and correctional services. BSI Learning has worked in the Queensland correctional system for more than 16 years and has delivered the VET in Prisons Program over the past 10 years.
“We are excited to have the opportunity to partner with CSI and CSNSW to deliver the inmate education program to improve employment prospects and give them an opportunity to make their own choices,” Mr Ivan Kaye, Chairman and Founder of the BSI Group of Companies said. “However, this is just one of many unrelated communities that need our help in one form or another.”
“We live in a rapidly changing world and no matter whether you are an inmate, an entrepreneur or in the public sector, you are not going to thrive without continuous learning, collaboration and peer support.”
“The era of artificial intelligence will disrupt the way almost everyone works, and the more we talk about it and recognise how things will change, the better prepared we will be,” said BSI Chairman Ivan Kaye. “Education is the key.”
BSI Learning will lead discussions on preparing for the future by hosting six events between now and November for HR executives covering the topic ‘Beyond the Future of Work’.
For any media enquiries please contact Peter McKeon, Group CEO - BSI on 02 9216 4000 or pmckeon@bsi.com.au .