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It is interesting that most writing on jobs and automation tend to look at this as all or nothing. Why can't technology and automation replace part of our workday and part of our jobs? With enough population, why can't it simply reduce how much we have to work? John Quiggin, author of Zombie Economics and professor of economics of Queensland Univ. pondered on what happened to Keynes' concept of the 15-hr work week ( "Writing at a time of deep economic depression, Keynes argued that technological progress offered the path to a bright future. In the long run, he said, humanity could solve the economic problem of scarcity and do away with the need to work in order to live." Our models for work seem to be fixated on existing models of 40+ hours a week or (closer to 50-70hrs more likely for knowledge worker). This is something we do to ourselves. Thoughts?
Reading your point about what it takes to be a CDO, how different is this from a Chief Customer Officer? It seems the challenge ahead is that there is an coming overlap of different CxO roles: CDOs are like CCOs and like CMOs. CDOs are like Head of Sales per specific channels (digital obviously). CDOs are like CIOs per the technology aspect. The question lies in separation of some responsibilities to reduce redundancy and politics, while also, as you say in your next piece, adding some checks and balances. Currently roles like CMO, CIO, CFO, etc. are reliant on each other but still fairly independent. The challenge we left out here is the clarity of roles and purpose of the future exec suite.
Hey Armano, The overall challenge to weave threads across typical business functions or lines of business will likely generate questions in these areas: - For a given thread, what is the business goal of that activity (vs. biz processes), and how is social the enabling aspect? - Who is responsible for the thread overall? - What are the cross-silo hand-off points and why? - and the primary ones: What is the strategy behind this? Why do we need it to work this way? And who defines that strategy These silos continue to exist today because not only because they are separate disciplines but because of the state of ownership of responsibilities. The challenge is to help them see that deep cross-dependency is necessary and that the business processes themselves need to change. Here's where the real challenge of creating social businesses start. Thanks; see you at SXSW.
Congratulations Bill! Good seeing you last week.
For my Forbes blog, I tried to deconstruct the different functions that the middle manager serves and compared it to a model of the Enterprise 2.0 leader. I'm curious on your thoughts on this. -rawn
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Jan 18, 2011