Alexandra Levit's Water Cooler Wisdom

How to Work Effectively on Project-Based Teams

Not long ago, employees would have ample time to build relationships with their colleagues while working together in the same office. But as organizations transition to more project-based work, workers need to understand the steps they need to take to foster trust and cooperation immediately.

That's where business owners and managers come in. Whether you have a full-time employee or gig worker working on a series of projects, you'll need to carefully consider the unique communication, inclusion, management and culture issues that arise with remote project work.

Communication

Even before the pandemic, the majority of project-based teams worked virtually. Organizations assembled teams from across locations and skill sets to solve specific business problems. Your team members most likely will be required to work closely with people they’ve never met before, and may in fact never encounter in person at all.

So much meaning is translated via body language, so working with someone entirely online adds a layer of communication complexity. When you don’t know someone, it's difficult to infer their tone, their motives or even whether or not they’re joking. Someone might perceive positive messages in email or instant message as neutral, and neutral ones as negative.

In the history of work, some of the most meaningful and rewarding one-to-one interactions have happened over chance meetings in the hallway or elevator. Many project-based teams don’t have such opportunities, so encourage team members to be direct and deliberate in communicating respect, collaboration and concern.

Inclusion

When most people worked in person for long time periods, the workplace could resemble high school. Some bosses would give the best assignments to their favorites, and it wasn’t unusual for some employees to feel left out when a clique of coworkers headed out to lunch together.

In other words, there were many ways to feel excluded and marginalized.

Virtual project-based teaming is a great equalizer. It provides flexibility for people, regardless of their situations. While webcams do offer a personal view into team members’ lives, people can purposely create the desired impression with dress, virtual backgrounds and decor—or simply choose to turn their camera off.

Project-based team members can still, however, be victims of microaggressions—statements, actions or incidents regarded as indirect, subtle or unintentional discrimination against members of a marginalized community.

New teams don't often have a reservoir of trust or comfort established at the beginning. Managers and leaders should be sensitive and mindful that microaggressions can occur and ensure that during online dialogue, all member's contributions are appropriately valued.

Make inclusion a value that's established through your hiring and onboarding process, and have systems in place that properly address any issue that does arise in a way that respects and affirms the harmed party.

Management

Many project-based teams are self-managed, meaning they have no formally assigned leader. About a decade ago, economist Elinor Ostrom received the Nobel Prize for her studies of self-governed communities in Africa and Asia.

Ostrom found that many human societies establish agreements among themselves for sharing and maximizing resources without the “help” of higher-order authorities. In other words, self-managed teams work. The best ones have several parameters:

• well-defined operational boundaries,
• access to resources to achieve their goals,
• a system for monitoring member behavior and performance,
• an internal process for dispute resolution and
• sanctions for rule-breakers.

According to SAP Success Factors (which refers to project-based, self-managed teams as "dynamic teams"), these groups are defined by the following:

• workflow that changes rapidly as new ideas are introduced and implemented,
• membership that is cross-functional and frequently in flux and
• the encouragement of failure in pursuit of innovation.

For the rest of the article, head over to the AMEX Business site.

 

Your Workforce: Global Demographic Changes Can't Be Denied

When people talk about workforce disruptions, they’re usually referring to technology advances or evolving work structures and environments. Rarely does anyone mention demographic changes, even though these are primary drivers of who is available to work and where. Let’s look at the big ones impacting the future of work that are sweeping the globe.

The Rise and Fall of Fertility

In many western nations, the birthrate has dropped below replacement levels, meaning that each pair of adults will have fewer than two children, causing the native-born population to decrease. While population may not decrease in industrialized countries due to immigration, the resulting workforce may have different work preferences and abilities – potentially resulting in geographic skills mismatches (i.e. organizations in a given area require skills that are not readily available in their location). At the same time, fertility rates continue to increase in countries like China and India, leading these developing nations to become the leading exporters of skilled talent working in the professional gig economy by the mid-21^st century.

Boomers Exit Stage Right

The baby boomers, born roughly 1946-63, have taken longer than expected to retire from their traditional, full-time occupations. Two factors are at play here. First, many boomers lost savings in the recession and needed to work more years to support a much longer lifespan. Second, because they are healthy, many want to continue to contribute to the workforce. Rather than allowing this immense amount of institutional knowledge circle the drain, organizations would be smart to leverage boomers in part-time mentoring and consulting roles.

For more, visit the SilkRoad blog.

How to Prepare for Leadership Disruption

As a futurist and the host of the Workforce 2030 podcast, I’m frequently asked the most important trait leaders need to develop to effectively govern 21^st century workforces. The answer is easy: agility. The business world’s only certainty is that the environment WILL change quickly, and the fastest way to organizational obscurity and failure is to deny that major disruptions are bound to occur and that regular strategy pivots will be essential.  These questions will help leaders navigate a climate in which an approach that worked yesterday is unlikely to work the same way tomorrow.

Is My Organization Agile Enough to Shift Direction Rapidly?

Many companies are bureaucratic and unwieldy, where one must wade through layers of hierarchy before receiving the green light to change a process. As we move toward 2030, the pace of change will demand real-time monitoring of markets and customer demands, as well as infrastructures and mechanisms to drive immediate action when an approved strategy no longer serves.

Have I Customized My Management Style?

We have moved from a workforce of many to a workforce of one. Today’s employees are more diverse than ever. They have different work arrangements, personal priorities, and career aspirations. Leaders must tailor their styles to the individual rather than insisting on a one-size-fits-all approach, and they must be willing to diligently supervise multi-generational, virtual, remote, and contract teams as well as traditional full-time, onsite ones.

For the rest of the article, check out the SilkRoad blog.

Trends You Must Know About If You Produce Anything

When you produce basically anything, strong supply chain management is imperative. When a supply chain works well, the customer experiences better product quality and distribution. When it doesn't, productivity, revenue and customer satisfaction plunge.

Fortunately, business innovation in the supply chain management space has flourished over the last few years, mainly due to digital advances. Here's a look at 10 business innovations that are positively impacting the space.

1. Data Analytics

Big Data analytics improves in sophistication every year, allowing supply chain managers to derive knowledge and insights from huge amounts of both structured and unstructured data coming in via a variety of sources. Solutions powered by machine learning algorithms analyze data to predict machine malfunctions and transportation delays and help managers make more cost-effective decisions up and down the supply chain.

2. Transport Management Software

Known as TMS, these programs are a critical underpinning of supply chain management. They provide a logistics platform allowing supply chain managers to optimize fleet operations and efficiently execute the physical movement of goods. This business innovation is increasingly important as shipping costs and customer demand for faster delivery continue to rise. Using TMS, supply chain managers can better track inventory and materials across the supply chain in real time.

3. Radio Frequency Identification

RFID has been around for a few years now, but its integration into supply chain management has experienced stops and starts. This business innovation uses electronic fields to automatically identify, follow and track data like the temperature of objects that have attached RFID tags. The tags look like barcodes, and their implementation has recently become less cumbersome and expensive due to smart advances in sensor technology and increases in data processing speeds.

4. Geolocation

RFID isn't the only business innovation improving the tracking aspect of supply chain management. New geolocation solutions leverage low-power wide-area (LPWA) networks and are decreasing both the cost and the energy consumption associated with more traditional tracking. By securely connecting trackers and sensors to the cloud via the Internet of Things, supply chain managers can view and transmit data globally.

For the rest of the trends, head over to the AMEX Business site.

Modern Businesses: Local Versus Global

Not long ago, offshoring of goods and services was a foolproof way to keep costs down—if you could manage it. Now, however, due to changing markets, local sourcing is experiencing an upswing. Helped by Gabriele Rizzo, futurist adviser for private and public international defense organizations, and Alexander Bird, CEO of micronutrient food manufacturer Kiss My Keto, let's look at the pros and cons of local versus global supply chains.

Benefits and Drawbacks of Local and Global Supply Chains

Since local supply chains are often smaller, local suppliers may require less of an initial investment and allow smaller orders, which results in lower stored inventory costs.

In some foreign countries, worker wages are increasing, so the gap in labor costs between local and global supply chain strategies is diminishing. For instance, according to Eurostat data released in the fall of 2018, wage growth in the eurozone reached its fastest rate for two years, accelerating in the second quarter of 2017.

Also, goods and services production is becoming more specialized and geared to local customers, and in such cases, there is often an advantage of being physically close to the buyer. These factors led global management consulting firm AlixPartners to report that 69 percent of the 106 U.S. and western European manufacturing firms that responded to their 2016 annual survey were considering moving production closer to their home bases.

But global supply chains have substantial benefits as well. Today's economy is unquestionably global and having only local operations may result in lost opportunities and stalled growth.

Also, depending on your industry—and especially if you are in manufacturing—you may face significant skills shortages in certain U.S. regions, but can readily find available labor in countries such as China and Mexico. Raw materials may also be less expensive in a foreign market, and global supply chains also allow businesses to take advantage of the innovation afforded by emerging markets.

That said, time lags, shipping delays and language and communication barriers associated with global supply chains may negatively impact a business's speed, agility and on-time delivery record.

Finally, political situations can sour quickly, so global supply chains in certain regions of the world may carry a higher risk of business disruption overall.

For more where this came from, check out the American Express Business site.

Supply Chains of the Future: What You Need to Know

There's a significant amount of change taking place in business today, and it requires owners to avoid disruption to their supply chain strategy.

Supply chain management plans will need to take into account automation and tech innovation, new geographies and regional sourcing, increased regulation and climate change.

Automation and Tech Innovation

Extensive job automation can affect your supply chain strategy for the better because it allows organizations to reap the unique strengths of both humans and machines.

"Teaming together human creativity, abstract thinking and adaptive response together with machine precision gets you the best of both worlds, leaving machines in charge of what they do best—easy, repeatable tasks—and freeing humans to be the best they can be," says Dr. Gabriele Rizzo, a futurist adviser for private and public international defense organizations.

But businesses will need to work with labor unions and governments to transition workers into new roles and help them to re- and upskill, and to enforce the appropriate labor laws involving safety, wages and hours. They may also want to consider developing a means to collect worker feedback and adjust operations, so they meet employee needs throughout the march toward automation.

According to Rizzo, implementing automation and other emerging technologies are of utmost importance in building and maintaining an edge in supply chain operations.

"These technologies enable fine-grained gathering of operational data, advanced analysis of processes and impacts and faster decision making," she says.

A 2017 Gartner report predicted that by 2021, virtual customer assistants (VCAs) and chatbots will handle 20 percent of all customer service interactions. Although technology innovations such as VCAs and autonomous mobile robots are getting smarter, human workers are still needed to integrate and oversee their participation—and this often requires a highly specialized, but not always readily available, skillset.

If your supply chain strategy already incorporates data analytics, you're off to a great start. But even so, it's becoming even more important for owners to zero in on the information that's most useful and relevant to them.

Technology-based supplier audits are valuable, as are digital platforms and dashboards that assess the effectiveness of operations and worker sentiment in real time.

To fully leverage Big Data's potential, owners must determine the data science skills required for their operations, and work to source these either internally or externally.

For more where this came from, head over to the American Express Business site.

2019 Market Trends to Expect

The overall financial health of the global economy, as well as the resources we have available to make intelligent projections, will greatly impact business success in 2019. Let's have a look at two of the major market trends to expect this year.

Continuing Stock Market Volatility

We enter 2019 with the financial sector in a bear market. (A bear market is an economy in which security prices drop 20 percent or more and stay low for a long time period.)

The 2018 market was volatile and the stock market is currently in the correction process. The most critical factors relating to stock market volatility are trade policy and interest rates.

“The trade war can expand suddenly into multiple industries and cause spillover effects," says Juan Carlos Arancibia, markets editor for Investors Business Daily.

What does this mean for your business?

In the simplest terms, market trends indicate a sluggish economy—you should pay closer attention to your finances to avoid unnecessary losses. When it comes to investing, try to avoid having a knee-jerk reaction. If you can, stay focused on your long-term goals even if the pull to sell is strong.

On the customer spending side, if you are in the business of non-essential products and services, you can expect sales to decrease in a bear market. You may need to adjust your offering so that it's more in line with what customers need today.

Finally, it's a good idea to decrease your own expenses so that you don't need to borrow more money during this time. Due to rising interest rates, be very careful with new credit lines so that you don't get into an irreversible debt cycle.

Another of the critical market trends is trade policy. Keep an eye on new tariffs being issued by the U.S. government. A tariff is a tax on an import or export, and recently, we have seen new tariffs levied on goods coming from Canada, Mexico and the EU—not to mention China. These tariffs can increase costs, but you should balance how much of these costs you can safely pass on to your customers (i.e. through raised prices) without damaging your cash flow.

For more of what to expect this year, head on over to the American Express Business site.

Key Findings from the World Economic Forum’s Future of Jobs Survey (Part II)

Last week, I shared some compelling results from the World Economic Forum’s 2018 Future of Jobs Survey. To recap, this research set out to represent the current strategies, projections and estimates of global business, with a focus on large multinational companies and more localized companies of significance due to their employee or revenue size.

Let’s examine some additional highlights from the report:

• Emerging in-demand roles: Among the range of established roles that are set to experience increasing demand in the period up to 2022 are Data Analysts and Scientists, Software and Applications Developers, and Ecommerce and Social Media Specialists, roles that are significantly based on and enhanced by the use of technology. Also expected to grow are roles that leverage distinctively ‘human' skills, such as Customer Service Workers, Sales and Marketing Professionals, Training and Development, People and Culture, and Organizational Development Specialists. There will also be a variety of roles related to understanding and leveraging the latest emerging technologies: AI and Machine Learning Specialists, Big Data Specialists, Process Automation Experts, Information Security Analysts, User Experience and Human-Machine Interaction Designers, Robotics Engineers, and Blockchain.

• Growing skills instability: Given the wave of new technologies and trends disrupting business models and the changing division of labor between workers and machines transforming current job profiles, the vast majority of employers surveyed for this report expect that, by 2022, the skills required to perform most jobs will have shifted Global average skills stability—the proportion of core skills required to perform a job that will remain the same—is expected to be about 58%, meaning an average shift of 42% in required workforce skills over the 2018–2022 period.
• A reskilling imperative: By 2022, no less than 54% of all employees will require significant re- and upskilling. Of these, about 35% are expected to require additional training of up to six months, 9% will require reskilling lasting six to 12 months, while 10% will require additional skills training of more than a year. Skills continuing to grow in prominence by 2022 include analytical thinking and innovation as well as active learning and learning strategies. Sharply increasing importance of skills such as technology design and programming highlights the growing demand for various forms of technology competency identified by employers surveyed for this report. Proficiency in new technologies is only one part of the 2022 skills equation, however, as ‘human’ skills such as creativity, originality and initiative, critical thinking, persuasion and negotiation will likewise retain or increase their value, as will attention to detail, resilience, flexibility and complex problem-solving.
• Current strategies for addressing skills gaps: Companies highlight three future strategies to manage the skills gaps widened by the adoption of new technologies. They expect to hire wholly new permanent staff already possessing skills relevant to new technologies; seek to automate the work tasks concerned completely; and retrain existing employees. The likelihood of hiring new permanent staff with relevant skills is nearly twice the likelihood of strategic redundancies of staff lagging behind in new skills adoption. However, nearly a quarter of companies are undecided or unlikely to pursue the retraining of existing employees, and two-thirds expect workers to adapt and pick up skills in the course of their changing jobs. Between one-half and two-thirds are likely to turn to external contractors, temporary staff and freelancers to address their skills gaps.
• Insufficient reskilling and upskilling: Employers indicate that they are set to prioritize and focus their re- and upskilling efforts on employees currently performing high-value roles as a way of strengthening their enterprise’s strategic capacity, with 54% and 53% of companies, respectively, stating they intend to target employees in key roles and in frontline roles which will be using relevant new technologies. In addition, 41% of employers are set to focus their reskilling provision on high-performing employees while a much smaller proportion of 33% stated that they would prioritize at-risk employees in roles expected to be most affected by technological disruption.

Overall, said the World Economic Forum, the report’s findings suggest the need for a comprehensive ‘augmentation strategy’, an approach where businesses look to utilize the automation of some job tasks to complement and enhance their human workforces’ comparative strengths and ultimately to enable and empower employees to extend to their full potential. However, to unlock this positive vision, workers will need to have the appropriate skills enabling them to thrive in the workplace of the future and the ability to continue to retrain throughout their lives. Crafting a sound in-company lifelong learning system, investing in human capital and collaborating with other stakeholders on workforce strategy should thus be key business imperatives.  A mindset of agile learning will also be needed on the part of workers as they shift from the routines and limits of today’s jobs to new, previously unimagined futures.

Want to learn more about how you can prepare for the future of work? Check out the new book, Humanity Works: Merging Technologies and People for the Workforce of the Future.

 

Key Findings from the World Economic Forum’s Future of Jobs Survey (Part I)

What is the future of jobs? The answer to that question depends on who you ask, and in what context. The World Economic Forum has its point of view, which it explored in The 2018 Future of Jobs Survey. This original research set out to represent the current strategies, projections and estimates of global business, with a focus on large multinational companies and more localized companies of significance due to their employee or revenue size.

The survey was distributed to relevant companies through extensive collaboration between the World Economic Forum and its constituents, amplified by regional survey partners. The survey collection process was conducted via an online questionnaire, with data collection spanning a nine-month period in 2018. In total, the report’s data set contains 313 unique responses by global companies, collectively representing more than 15 million employees in 12 industry clusters and 20 economies. This makes it one of the broadest reaching studies of its kind.

Some of the more compelling findings included:

• Drivers of change: Four specific technological advances—ubiquitous high-speed mobile internet; artificial intelligence; widespread adoption of big data analytics; and cloud technology—are set to dominate the 2018–2022 period as drivers positively affecting business growth. They are flanked by a range of socio-economic trends driving business opportunities in tandem with the spread of new technologies, such as national economic growth trajectories; expansion of education and the middle classes, in particular in developing economies; and the move towards a greener global economy through advances in new energy technologies.
• Accelerated technology adoption: By 2022, according to the stated investment intentions of companies surveyed for this report, 85% of respondents are likely or very likely to have expanded their adoption of user and entity big data analytics. Similarly, large proportions of companies are likely or very likely to have expanded their adoption of technologies such as the internet of things and app- and web-enabled markets, and to make extensive use of cloud computing. Machine learning and augmented and virtual reality are poised to likewise receive considerable business investment.
• Trends in robotization: While estimated use cases for humanoid robots appear to remain somewhat more limited over the 2018–2022 period under consideration in this report, collectively, a broader range of recent robotics technologies at or near commercialization—including stationary robots, non-humanoid land robots and fully automated aerial drones, in addition to machine learning algorithms and artificial intelligence—are attracting significant business interest in adoption. Robot adoption rates diverge significantly across sectors, with 37% to 23% of companies planning this investment, depending on industry
• Changing geography of production, distribution and value chains: By 2022, 59% of employers surveyed for this report expect that they will have significantly modified how they produce and distribute by changing the composition of their value chain and nearly half expect to have modified their geographical base of operations. When determining job location decisions, companies overwhelmingly prioritize the availability of skilled local talent as their foremost consideration, with 74% of respondents providing this factor as their key consideration.
• Changing employment types: Nearly 50% of companies expect that automation will lead to some reduction in their full-time workforce by 2022, based on the job profiles of their employee base today. However, 38% of businesses surveyed expect to extend their workforce to new productivity-enhancing roles, and more than a quarter expect automation to lead to the creation of new roles in their In addition, businesses are set to expand their use of contractors doing task-specialized work, with many respondents highlighting their intention to engage workers in a more flexible manner, utilizing remote staffing beyond physical offices and decentralization of operations.
• A new human-machine frontier within existing tasks: Companies expect a significant shift on the frontier between humans and machines when it comes to existing work tasks between 2018 and In 2018, an average of 71% of total task hours across the 12 industries covered in the report are performed by humans, compared to 29% by machines. By 2022 this average is expected to have shifted to 58% task hours performed by humans and 42% by machines. In 2018, in terms of total working hours, no work task was yet estimated to be predominantly performed by a machine or an algorithm.
• A net positive outlook for jobs: About half of today’s core jobs—making up the bulk of employment across industries—will remain stable in the period up to One set of estimates indicates that 75 million jobs may be displaced by a shift in the division of labor between humans and machines, while 133 million new roles may emerge that are more adapted to the new division of labor between humans, machines and algorithms. These estimates represent two parallel and interconnected fronts of change in workforce transformations: 1) large-scale decline in some roles as tasks within these roles become automated or redundant, and 2) large-scale growth in new products and services—and associated new tasks and jobs— generated by the adoption of new technologies and other socio-economic developments such as the rise of middle classes in emerging economies and demographic shifts.

Stay tuned for more highlights next week. In the meantime, want to learn more about how you can prepare for the future of work? Check out the new book, Humanity Works: Merging Technologies and People for the Workforce of the Future.