The kind of skills, that are what we call soft skills, which is the wrong word. I wish we got to have better term than soft skills, but things like resilience becomes a very, very important part of survival at work. You need to be resilient, you need to be curious, now how do we develop curiosity? We should be able to do that, and it goes like trust, building trust, accepting trust, operating in a high trust environment, empathy these are the kinds of skills that are going to make a difference in the future. And we don’t really know how to develop them, and we should know a lot more about those kinds of things, so there are a whole clutch of new skills and I think it’s important that we understand this.
Nigel Paine – How do we develop curiosity?
The power of physical space becomes the power of virtual space, it’s exactly true. And, you know, watching - one of the things that I do is I’m on a startup board in DC in the US and, so I’m working with 27 year olds, 28 years olds, and me, and the way - when we meet, the way they use their technology is amazing. Obviously I’m very familiar with technology, I use it everyday when I’m… but I still[...]
I think once upon a time, companies aspired to that General Motors, what’s good for General Motors is good for America, and the result has been a disaster, a complete disaster. They destroyed everything they touched, look what they did to Detroit, so I think people were a bit more cynical and not willing to buy that kind of line, but I think that companies can focus on the impact they have on their environment, their community, their people and[...]
My belief is that the only organizations that will survive over the next twenty years are those that are flexible, fleet of foot, and creative, able to cope with volatility and uncertainty and complexity and ambiguity and the only way you can do that is to have people who learn. Learning becomes the essence of work, work is leaning, learning is work, you know that. And therefore we have to radically change what we mean by corporate learning, you know,[...]
There’s a real sense of disjunction at the moment, a feeling that the world is exciting and moving forward, but also “I can’t cope, it’s just, it’s just always on too fast.” I talked to someone in his 80s, who was a very senior director at Shell before he retired, and he said to me, he had no idea, he had literally no idea how people could work today. He said, you know, he was one of the top eight[...]
If you talk to anyone in Google they’ll say it to you: “Oh I’ve learnt so much, oh the opportunities have been fantastic”, they’ll always talk about how it changed them, they won’t talk about, well, you know, I did eight lines of codes yesterday. The other thing that Google does, which is slightly worrying, is that they lock down - they are an open company on the one hand, until you get to any of the algorithms or any of[...]