Photo: Thorben Albrecht
A podcast interview with Thorben Albrecht
In a one of a kind process, the German Federal government involved its 80 million citizens in co-creating the future of work. The process, which started in late 2014, involved experts, citizens, business, trade unions and artists, and culminated in a policy White paper at the end of 2016. Taking us into the details of Arbeiten 4.0, or Work 4.0 is Thorben Albrecht, Permanent State Secretary at the Federal Ministry of Labour and Social Affairs in Germany.
Anyone who followed the process since the beginning, perhaps at the annual Zukunft Personal HR exhibition in Cologne, where the Ministry and the stakeholders regularly presented the progress of the Work 4.0 dialogue, surely gets a sense of the forward-looking and innovative nature of this initiative. Perhaps one of the key aspects worth mentioning is the underlying motivating factor, namely not to let technological change shape the way people work and live, but to be more in control of these changes and trends, and find out first how do people want to live and work, and then ensure that technological change is an enabler for that.
I would like to start this post by asking you to take a moment to think about a number of experiences you had recently, along the next paragraphs:
Think back for a moment: when was the last time you experienced great customer service? Did you buy something online, or went to an actual shop? Did you receive all the information you needed, on time, to make the right decision? Were you able even online to ask questions and be directed to the product that is right for you?
From fruit-baskets to corporate yoga classes, meditation rooms to mindful emails and meetings, the offer for wellbeing initiatives is growing exponentially. As HR professionals are bombarded by sales e-mails and calls with an overwhelming number of apps, fitness and health trackers, coaching and mindfulness training, concierge services and ergonomics, it is increasingly difficult to make the right choices, and use the scarce resources in the best possible way to maximise the benefit for employees.
As there are still a couple of months before the Zukunft Personal 3 days event in Köln, there are a lot of things you can do to be prepared, to make sure you make the most out of the presentations and the exhibition, by understanding your organisation’s needs first, so when you arrive in Köln, you will know what to look for.
Elon Musk famously said: “If something is important enough you should try, even if the probable outcome is failure.” In today’s VUCA world, there are hardly any guarantees anymore. Just as Whatsapp and other messaging services have bitten out billions from large established Telecom companies’ revenues, established businesses and sure-fire branches are under threat every day. If it’s not the curly haired guys in a garage, it may be an advertising fiasco, a new regulation, changing technologies, and even ageing population.
Foto: Bastian Unterberg
A podcast interview with Bastian Unterberg
What if you could solve your complex challenges by asking the top talents from all around the globe to help you out? You can! It took a couple of years before the market was ready to embrace Crowdstorm as a concept and service, but it was worth the wait and patience for Founder Bastian Unterberg.
As a young design student at one of Germany’s top Universities, Bastian Unterberg found himself contemplating his career options. Looking at his peers, top creative young talents ending up in rigid organisations with hierarchies, he understood that he imagines his life differently. He was dreaming of a place where young creative can be mobilised for exciting projects for them to truly unleash their talent and accelerate innovation. At the time such a place didn’t exist, so he went ahead and created jovoto.com in 2006. To date they have solved over 400 challenges with a community of 80.000 creative professionals from non-profit campaigns to physical spaces, packaging or service design.
Podcast with Chris Roebuck about his key principles of transformational leadership
We are in a situation where the world chances significantly. But organisations are not adapting that fast. “One reason is that we have the amazing ability to make things more complicated than they really need to be”, says Chris Roebuck, Visiting Professor of Transformational Leadership at Cass Business School in London. He has held senior roles at UBS, HSBC and KPMG, has served in the British Army, and is one of the top Human Resources (HR) thinkers in Europe. He is a sought after advisor and the developer of “Mach 2 leadership” – “twice the speed of sound, going to the limits of what’s possible”.
We talked to Chris Roebuck ahead of his keynote speech on “Mach 2 leadership” at the HRM Expo in Cologne, on the 16th September.
Researching and writing about the changing world of work and the future of the labour market, one tends to forget about the past. Now here is a great reminder about mastery and craftsmanship via the painter, Vincent Van Gogh.
Vincent van Gogh worked as an artist only for a decade. In those 10 years he managed to produce 840+ paintings and 1000+ sketches having almost no formal training as artist at all. How did he manage to be so productive and at the same time reach an extraordinary level of mastery? We are lucky that Van Gogh also wrote a lot of letters of which 900+ are still available today. These letters shed a light on his way of working and show how Van Gogh approached his work, the struggles he faced and how he managed to overcome them. Ger Driesen did in depth research on these letters to come up with 7 principles that Van Gogh used to develop his ‘art of work’. These 7 principles are still very useful and applicable today.
– a podcast with learning and development expert, Ger Driesen
Photo: Jef Staes, © Frans-Davids
Productivity is about working smarter, not harder. And what this means in a systems setting? Clever CEOs will put the right people to the right jobs, where they are in groove with their talents and passion, will use social learning and become the best at their jobs. We met with Jef Staes, author, an authority on learning processes and innovative organisations, to get his take on what companies can do to harness the talent of their workforce. Jef is a Systems-thinker – who spent considerable amount of time trying to understand, how come people don’t learn, and why 80% of the people who go to work are not in the flow with who they really are.
“We shape our tools and then our tools shape us” said Marshall McLuhan. We have developed tools over the past 40 years, that are now profoundly changing the way we work, the way we consume, the way we live. We are just getting used to being connected 24/7, and what that means for us, now we have to already lift up our heads and stare right into the future of the internet of things, of 3D printers or driverless cars. The digital transformation process has a profound impact on all sectors and industries, no country will be left out. So the emerging questions are: how is this affecting work organisation and work places and what can both employers and policy makers do about it. >>MORE>>