Changes Of Tomorrow - HyperIsland

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Changes of Tomorrow

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Table of contents

3

4

5-9

The end of owning stu 5

Agile culture 6

Work and life: Integrate or separate 7

Constant collaboration 8

e-Leadership 9

10-14

Health tech goes mainstream 10

From blended to virtual reality 11

Articial Intelligence and the eciency movement 12

Disappearing Tech 13

Purpose driven tech 14

15-19

Talent on Tap 15

Hybrid Knowledge 16 Collaboration as core competence 17

Real-world Degrees 18

Tomorrows Most Wanted Leaders 19

20-24

Co-creation: a social desire 20

Online relationships 21

Globalized culture: The end of nations 22

Social economy 23 Digital Bubbles 24

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WEVE MAPPED THESE TRENDSfor over 20years by collaborating with industry leadersacross the world. We use the insights to shapeour programs, so that our talented studentsmeet market demand. With these reports we aresharing our insights with the world.

This is the second issue of Changes of Tomor-row. It builds on the rst report released inSpring 2015. The focus stays the same with

four themes framing the research, and wevecollaborated to dene new trends and updateexisting ones.

Regardless of your industry, its essential toconsider the impact of these changes on yourwork. The Reect sections at the end of eachtrend will help you do that. You will also ndtips, tools, and methods to support you to stayup to date and lead the change.

Introduction

Society is transforming. Powerful trends are reshaping businesses, driving

new technologies, shifting talent needs, and changing human behaviour. It is

crucial for all industries to stay up to date with these changes, and respond

accordingly.

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1. FRAME THE QUESTION

We challenge participants to look into the futuretogether. We ask: Over the next 3 years, whatwill be the most inuential trends in the areasof business, technology, human behaviour, andtalent? The goal is to get a range of ideas, notjust the obvious trends.

2. EXPLORE AND IDEATEWe ideate, using the imagined future to sparknew ideas. In small groups, participants explo-re and discuss each area, coming up with asmany trends as possible. Every few minutes thegroups are mixed up, to facilitate cross-pollina-tion of knowledge and inspiration.

3. CLUSTER AND CODIFY

We organise the ideas, combining commonones and ltering out anomalies. As trendsemerge, groups write each trend into a one-linedescription, a trend statement. We also iden-tify what impact the trend will have on societyand if it will manifest within three years.

4. PRIORITISE AND PREDICTWe lter statements by giving the groups a largeset of axes: Impact - high and low, and Time -present to future. The trends are placed in thediagram by answering two questions: Whenwill this trend fully hit the industry and society?and How much impact will it have on society?

Process

Once a year we host a global Industry Forum as part of our continual trend

mapping process. We gather 100+ industry leaders in our hubs across the

world to deep-dive into each theme. Together we ideate, organise, and map

the trends that will have the biggest impact in the next three years. We use a

robust 4-step workshop to guide the Forum. This has been rened over many

years, and always delivers valuable insights for business development. Weve

shared the process so you can map trends in your own company. It works

well with groups of any size. Check out the link to the Hyper Island Toolbox

for a more detailed format of the process.

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INNOVATIVE ONLINE PLATFORMSare continu-ing to support the shift away from ownershiptowards access in a range of industries. Theyallow individuals and companies to provide easyaccess to their assets, resources, time, andskills, often at lower cost and more conveniencethan was traditionally possible.

This is not necessarily about sharing resour-ces for social benet, but about making theexchange of money for services more uid andaccessible to everyone. In the last few years thishas become a mainstream practice:

City dwellers meeting their escalating livingcosts by renting out their spare rooms on AirB-nB.Drivers subsidising long car journeys and travel-lers saving on expensive train tickets by sharingrides through BlaBlaCar.

The 600+ global cities that have pay-per-hourbike access schemes, often subsidised throughcorporate sponsorship or advertising.Flexible working and employment models sup-ported by platforms like Upwork and TaskRab-bit.

This is a new kind of capitalism. One wherewe can leverage assets in new ways, buy lessthings, and have more time to spend doing whatwe love. And the trend will only continue.

REFLECT

How might you bring inspiration from the ac-cess economy into your company? Could youwork more eciently by owning less stu?Could you give more value to your customersby providing access to your skills and resourcesin a new way?

Business

LINKS

1. The Sharing Economy Isnt About Sharing At All - Harvard Business Review

2. The On-Demand Economy Should Be Challenged By Workers - Hungton Post3. Consumer Intelligence Series The Sharing Economy- PWC4. Ditch your assumptions about Uber and Airbnb- The Guardian

PIONEERS

1. Streetbank- One of the original access platforms is still going. They help youshare things with your neighbours.

2. Feeding Forward- An innovative use of the sharing economy to support busi-nesses to save time and money, help their community, and save the environ-ment.

3. Guevara- A peer-to-peer car insurance company, disrupting the industry byconnecting people outside of the traditional system.

THE END OF OWNING STUFF

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EFFICIENT WORKING PRACTICEShoned overyears in the software development industry arebeing applied to other business areas. Practiceslike Agile Project Management with its shortdevelopment cycles, daily micro-planning me-etings, and in-depth evaluative retrospectiveshave seen widespread integration over the lastfew years.

Rather than the specic tools and methods itis the attitude and mindset that has persisted,and this trend will only grow. Many progressivecompanies will already develop an intrinsic agileculture, based on principles of customer-centri-city, iterative development, and cross-functionalcollaboration.

They restrict the size of teams to help diminishissues like groupthink and social loang (Goog-le them!). In a small team, of between 5 and 8people there is nowhere to hide. Everybody hasto contribute and everybody has to have an

opinion.

These teams are often self-organising andcross-functional. They are empowered to mana-ge their time and resources, and work togetherto reach their goals. Openness, exibility andtransparency are essential, as work is sha-red continuously for feedback, and the busi-ness structures can adapt to the needs of theemployees based on that feedback.

In an agile culture experimentation replacesdetailed planning; autonomy replaces control;and transparency replaces secrecy. We can seemany similarities in Agile Culture with the trendSurvival of the Fastest in the last issue of thereport.

REFLECT

How could you benet from a more open andcollaborative culture? How might you bring agileprinciples into your company? It may demanda dierent internal structure, a dierent work-space, or a dierent resourcing and budgeting

model. What might that look like in your work-place?

LINKS

1. How To Make The Whole Organization Agile- Forbes

2. Scaling Agile To Create A Great Work Culture- Hungton Post3. Productivity Hack of the Week: The Two Pizza Approach to Productive

Teamwork- FastCompany4. The Case for Startups to Make Radical Transparency the Top Priority

- First Round Review

AGILE CULTURE

PIONEERS

1. NOBL- A network of 4,000 professionals dedicated to helping organizationsachieve a lasting impact in the face of constant change.

2. Spotify- Spreading their approach to agile development and agile culture.3. Holacracy- A complete system for self-organisation in businesses.

4. Wemanity- Bridging the gap between the disruptive startup mentality and theneed to sustain, evolve and strengthen existing business models.

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DEFINING WHENwe are at work and when weare not, is becoming increasingly dicult. Theapplications and devices that allow exibility inthe workplace, remote collaboration, and cloudstorage have also made the concept of the o-ce almost obsolete.

We used to be restricted by physical objects.Things like paper, ling cabinets, printers, anddesktop PCs that forced us to be in the oce towork. Now we can work from anywhere usingour laptops, tablets, and smartphones, acces-sing and editing les, and communicating withcolleagues. We need never switch o, working24/7, always accessible and always productive.

There are two competing trends here. In a worldwhere work and free time have merged, somepeople might attempt to clearly separate thetwo, and others will embrace the idea that theirwork is their life.

The latter has led to a movement of peopleaway from corporations to setting up their ownbusinesses, focused on passions like coee,street food, social work, and the arts. By alig-ning their hobbies and interests with a clearsocial need or growing trend, these micro-enter-prises are able to turn prots. By serving smalland local communities they are able to developstrong relationships with their customers.

For those who stay in their jobs, they will notbe tied to the oce in the ways theyve alwaysbeen. By harnessing remote working tools andadapted organisational structures, employeeswill take control of their own schedules, ndinga balance that suits them.

REFLECT

What does the balance between work andleisure look like in your oce? Or in your life?How might you keep the two more separate? Orhow might you follow your passions and inte-

grate them more closely?

WORK AND LIFE: INTEGRATE OR SEPARATE

LINKS

1. Uniqlo to Try Out Four-Day Work Week- Bloomberg2. 5 Ways Executives Can Make Work-Life Balance Better For Their Employees-

Fast Company3. Remote design thinking- Laila von Alvensleben4. The New American Dream-The Minimalists

PIONEERS

1. Hanno- A fully remote digital design and product studio, focusing on social impact

and wellbeing by investing their profts into the company and its pro bono work.

2. The Hand and Malt- Korean micro brewery run by an ex-Microsoft executivewho left to pursue his passion: to bring life and work together.

3. Salesforce- Tools to bring exible and remote working to some of the worldslargest companies.

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COLLABORATION CAN BE MANY THINGSina business context. It can be an unfortunatenecessity, as with Apple, unable to nd reliablealternative suppliers for their iPhone A9 proces-sor chips still rely on their main rival Samsungfor their manufacture. It can be a brave strategy,as with Amazon creating their Marketplace,collaborating with millions of users and allowingthem to compete directly with the company onits own platform. This collaboration paid o andnow accounts for 35% of Amazons revenue.

As the digital revolution continues to gain pace,collaboration will become a necessity. Compa-nies will partner with competitors in the sameindustry and boundaries will blur between pro-ducts and businesses. The open source softwa-re movement is leading this trend. The softwarethat powers 82.8% of smartphones across theworld, Googles Android, is open source. Thismeans that any company can take it, use it,contribute to it, adapt it, and sell it. The rela-

tionship is mutually benecial, as the companygets free software, whilst Google gets millionsmore users.

REFLECT

Transparency Drives Culture was a key trendin the last issue of the report. But this takesit a step further. How might you work with apioneering company and share the processwith anyone who wants it? Google and HyperIslands 30 Weeks programme is an example ofa collaboration that has been open sourced forthe world to use. They played to their strengthsto create a founders programme for designers.

How might you work with a competitor? Mo-leskine is the worlds most famous notebook,and Evernote is its digital rival. Instead of tryingto compete in each others space they workedtogether to produce a beautiful notebook thatcould be easily digitized.

Who might you collaborate with to help youachieve your purpose? LEGO and NASA uni-ted on a project that enabled children to playand engage in science, tech, and engineering.

Meeting the purpose of both organisations andinspiring a generation of builders and engineers.

LINKS

1. NUMMI- This American Life2. Co-Business: 50 examples of business collaboration- co-society3. Apple, Samsung to remain bedfellows for the next iPhone- CNET4. Virgin America, Banana Republic Team Up to Bring Fashion Back to Flying

- Hungton Post

CONSTANT COLLABORATION

PIONEERS

1. LEGO - Relentlessly collaborating with brands and non-prots to inspirea generation of builders.

2. Brompton- Collaborating with public and private institutions in the UK to

provide easy and cheap access to high quality folding bikes.3. GitHub- The worlds largest software collaboration platform.

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NEARLY EVERY COMPANYwill need to trans-form its business model to thrive in a digitaleconomy, which means the executive teamsknowledge and reputation in digital will alsoneed to change.

Leaders of course dont need to learn how tocode, or design user interfaces themselves,or analyse big data, but they do need to knowthe benets of such crucial digital businesstools. A key attribute that successful e-Leaderswill have is curiosity. They should explore andembrace new trends, tools, and technologiesas they emerge. They should be willing to trynew ways of working and making. They shouldaccept failure as an important step on the roadto success.

Leadership in a rapidly changing world de-mands humility. Leaders should operate on theprinciple of hiring smart people, then working toremove any barriers to them doing great work.

They shouldnt be afraid of hiring people who

are more knowledgeable than them. If your di-gital marketing is awful, hire an awesome digitalmarketeer. If your sales analytics are useless,hire a superb data analyst and let them do theirjob.

e-Leaders need to trust in their knowledge andabilities to recognise when change needs totake place, and make that change. Alan Rus-bridger joined The Guardian in 1974 as a journa-list. From 2013 onwards he led the companysdigital rst initiative that turned it into the mostprogressive newspaper business in Europe. Hewas an old leader who became an e-Leader byembracing change.

REFLECT

How might you and your company embracedigital change? What does your leadership teamneed to understand to start the transition? Howcan you demonstrate the value of digital literacythrough your own work?

E-LEADERSHIP

LINKS

1. Leading Digital Transformation- TechCrunch2. Humility the secret to condent leadership- Forbes3. As Big Data and AI Take Hold, What Will It Take to Be an Eective Executive?

- Wall Street Journal4. Burnout: time to abandon a very costly delusion - Hungton Post

PIONEERS

1. Codelco- The worlds largest copper company pioneering digital tech to remo-ve humans from the dangerous underground environment again, but retain jobs.

2. Tesco- Huge UK retailer with a CEO focused on digital transformation to putthe customer in control, enabling him or her to engage and transact in whateverway best suits them.

3. Prisa- Media company innovating tech to ensure the rapid exchange of infor-mation across continents and business units.

4. Sephora- French cosmetics company that has embraced digital tech to enhacethe in-store experience, and to engage with customers more intimately.

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Tech

LINKS

1. Global obesity rise puts UN goals on diet-related diseases beyond reach- TheGuardian

2. Europes most vibrant startups are in MedTech- Eucomed3. Hackathons Arent Just For Coders. We Can Use Them To Save Lives- Wired4. Michael J. Fox Foundation and Intel Join Forces to Improve Parkinsons Di-

sease Monitoring- Intel

THE MEDTECH TRENDis still emerging, but inthe near future, the niche practice of personaldata tracking will become completely mainstre-am. We will all wear devices that capture de-tailed and personalized health data, measuringheart rate, blood glucose level, blood pressure,and more. Trusted doctors will have accessto that data, giving them more information onwhich to make solid diagnoses, and we will un-derstand the inner workings of our own bodiesmore intimately.

With projections from the United Nations esti-mating that 1 billion of the worlds adults will beobese by 2025, the imperative to lead healthierlives has never been greater. The hope is thatMedTech can help change peoples mindsetand behaviours, in the same way that otherdigital technologies have.

The culture of medical trials, academic papers,and government intervention does not sit well

with the tech startup culture of rapid proto-typing and embracing failure. However, chan-ging legislation in many countries is graduallyallowing for innovation from MedTech startups,removing bureaucracy whilst strengthening

safety regulations.

There are commercial applications, like the USNational Football League using RFID sensors(like those in contactless bank cards) to trackthe movement and performance of their athle-tes. Simple applications, like patients presen-ting FitBit data to their GPs for analysis. Socialapplications like Doximity, providing a secureand professional social network for MDs in theUS. Life saving applications like Glooko, usingmobile, cloud, and data analytics to improvediabetes care.

As in all industries, huge amounts of data isnot hard to obtain. The challenge is drawingmeaningful insights from the data. That will bethe issue that the MedTech industry will have tosolve in the near future.

REFLECT

Could you benet from taking control of your

activity data? Check out the free apps on yourApple or Android device. Track your movementfor a couple of days and see what the datashows. What insights can you draw? How mightyou change your behaviour to be healthier?

HEALTH TECH GOES MAINSTREAM

PIONEERS

1. TempTraq- A wearable, wireless, continuously monitoring intelligent thermome-ter. Currently marketing to parents for monitoring their childrens health.

2. RockHealth- A digital health venture fund investing in exciting innovative Med-Tech startups.

3. Glooko - A unied platform for diabetes management, tackling one of the fas -test growing diseases in the developed world.

4. Theranos- An online lab testing services that aims to make low cost healthinformation accessible to everyone at the time it matters.

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VIRTUAL REALITY (VR)as we understand it hasbeen around since the 1970s. An immersivemultimedia experience that attempts to simulatephysical presence. However, it is only in the lastfew years that the power and aordability of VRtechnology has opened it up to smaller develo-pers, and this has kickstarted innovation.

The Internet has already redened relationshipsand communication. Imagine what is going tohappen when we can all have immersive senso-ry experiences as easily as we now have videocalls. VR will challenge our understanding ofreality, and everyone will be able to get invol-ved. Sales of head-mounted displays for VR arepredicted to rise from 250,000 to 39 million inthe next 3 years. Their growth will be faster thanthe iPhone.

Their obvious application is in the video gameand entertainment industries, and this is wherethe initial growth will be over the next few years.

Oculus Rift, Microsoft Hololens, Valve/HTC Vive,and Sony Morpheus are all launching 2015/16,

aiming to compete for the best games andcontent.

But with Facebooks purchase of Oculus Rift for$2 billion in 2014, the future for VR seems moresocial. Imagine putting on your VR headset andwalking through your sisters wedding photos,or reliving that party from University in terrifying3D.

As head mounted displays get smaller (andmaybe disappear) we will see VR become muchmore a part of everyday life: collaborating withcolleagues across the globe; a re safety demoat your new job; trying out new clothes online;training to be a surgeon; designing a new car.

REFLECT

VR is a trend well on its way to becoming amassive part of our daily lives. Think about yourown industry. How might it benet from VRtechnologies? How might it be disrupted? What

can you do to prepare for the near future?

LINKS

1. Design and engineering - Fords Immersion Lab- Forbes

2. Oculus CEO Brendan Iribe on the future of virtual reality- Wired3. How virtual reality can create the ultimate empathy machine- TED4. How a Pixar vet is shaping the future of VR storytelling- Wired

PIONEERS

1. Owlchemy- A small game studio based in Austin, Texas, working at theforefront of the VR movement.

2. Matterport- Sotfware that allows anyone to make high-denition 3D models ofspaces, using only an iPad or mobile phone.

3. Psious- Exposure therapy to combat fears and phobias using the Oculus Riftheadset to provide an immersive experience.

4. Nokia OZO- A high-quality, beautifully designed, aordable VR camera forprofessional content creators.

FROM BLENDED TO VIRTUAL REALITY

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STEPHEN PRATT OF IBM SAID THIS YEAR:"Before long, we will look back and wonder howwe made important decisions or discoverednew opportunities without systematically lear-ning from all available data."

The next decade is going to see widespreadapplication of articial intelligence (AI) and cog-nitive computing in the business world. Anyonewho doesnt take advantage of this trend willbe left behind. The amount of VC funding goinginto AI startups has leapt from $70 million to$300+ million in the last two years.

When we see the word AI, its easy to thinkabout HAL in 2001, or the Steven Spielberg lmwith that kid from The Sixth Sense. Were nottalking about that. Were talking about intelligentalgorithms that automate low-level cognitivetasks and execute high-level computationaltasks. They do this so that humans are em-

powered to make smarter decisions and tellmore compelling stories.

You might already use Google Now, an intelli-gent personal assistant that gives you informa-tion before youve even requested it. Or Uber,whose intelligent routing system enables you tograb the driver nearest to you, when hundredsof people in the area are trying to do the same.

Over the next few years AI will replace hugeareas of human labour. But this has always beenthe case with new technologies. The labourmarket will adapt, people will have to learn newskills, and the cycle will continue.

REFLECT

Think about the eect that automation andarticial intelligence will have on your industry.What are the opportunities that might arise fromoutsourcing low-level tasks to computers?

LINKS

1. Challenge for leadership in a data-driven, AI-supported world- Wall StreetJournal

2. Articial intelligence in business: The state of play and future prospects- ZDNet

3. Computer Scientists Wield Articial Intelligence to Battle Tax Evasion- New York Times4. AI Is About To Go Mainstream And Reshape The Workplace- TechCrunch

ARTIFICIAL INTELLIGENCE AND THE EFFICIENCY MOVEMENT

PIONEERS

1. Kensho- The worlds rst computational knowledge engine for the nancialindustry.

2. IBM Watson- Watson is a cognitive computing machine that enhances, scales,and accelerates human expertise.

3. Numenta- Based on biological learning principles, making a machine with AIthat far exceeds todays programmed computers.

4. Palantir- Creates products that transform the way government, commercial,and third-sector organizations use their data.

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SINCE THE PROLIFERATIONof smartphonesand tablets into our daily lives, our interac-tion with technology has been dominated byscreens. This trend will see those screensdisappear, or at least diminish in importance,as our interactions become invisible. Productsand services will be seamlessly integrated intonormal behavioural patterns. Far ahead of lasteditions Wearable Tech trend, in the future wewill barely know were using technology.

Think about Apple Pay. You hold your pho-ne near a card machine, and a buzz conrmspayment. But why cant your phone talk to thecash register as soon as you walk into the cafe,telling the barista what your usual order is. Thenyou can walk away with your delicious cappuc-cino and your phone still in your bag.

This trend is all about freeing us from the burdenof physical things. Google Docs already allowsus to do this. It doesnt matter what device

youre using, you log into your Google accountand everything is there, just how you like it.

Imagine a world where that was commonpla-ce. Your rental car set up just how you like it;your coworking space in Berlin laid out to yourrequirements; your in-ight entertainment sys-tem showing Game of Thrones on the trip backhome. A smart network of devices and servicesthat provide value by delivering useful servicesgrounded in your needs and goals.

Disappearing tech, or invisible design, or fric-tionless user experiences, are coming. In the fu-ture designers and developers will have realisedthat the best interface is no interface. We areobsessed with screens and digital interfaces,instead of engaging with the world around us inmeaningful ways.

REFLECT

How are you using invisible tech today? Whatare the screenless interfaces that you engagewith on a daily basis, and how do they addvalue? Take a moment to think about the future.

What kinds of things would make daily life ea-sier, cheaper, or simpler? How might they workas screenless interfaces? Google them. Maybea solution already exists.

LINKS

1. Amazons Frictionless UX- Katie Mellor2. Why we dont always need an App for that- The Verge

3. Designing smart experiences- Gianluca Brugnoli4. Towards a world of ambient computing- ZDNet

DISAPPEARING TECH

PIONEERS

1. Samsung Smart Things Innovation Lab- A team of cross-skilled engineers, de-signers and makers trying to invent and innovate new multi-device experiences.

2. Disney MagicBand- MagicBands are secure all-in-one devices that allow usersto eortlessly access dierent experiences in Disney parks.

3. Nest- Nest reinvents unloved but important home products, like the thermostatand the smoke alarm. They focus on simple, beautiful and thoughtful hardwareand software.

4. Google Now- the right information at just the right time, before you even haveto ask.

DISAPPEARING TECH

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THE WORLD IS STILLlargely driven by com-merce and the prot motive. The advertisingindustry as a key element in the global capitalistmachine has trained us to want more and morestu. Alongside this, the demands that we placeon the global technology industry to producemore smartphones, tablets, laptops, and smartdevices are increasing. It took 27 years to reachthe milestone of 1 billion PCs in the world, in2007. It only took another 7 to hit 2 billion in2014. Demand for smartphone production hasgrown even faster. Hitting 1.2 billion sales in2014.

With this abundance of communication andtech there has been a shift in the last few years.People want to engage with products and servi-ces that serve a greater purpose or meet a spe-cic need. As this trend continues, the brandsand companies who live and work according toa clear, positive purpose, as well as providinghigh quality services, will succeed.

Many current purposeful business solutionsfocus on solving small problems, but problems

nonetheless:Transferwise saves people money on costlybank fees for money exchangeDice cuts out the corruption inherent in themusic ticketing industry and creates a fair ex-change between fans and artistsPatagonia works hard to encourage peoplenot to buy new outdoor gear, but to reuse andrecycle insteadSlack aims to bring team communication to-gether in one place, and to kill email becausewe all hate it

As ordinary consumers we have a choice as tohow we spend our money. There is no excusefor not knowing which companies are aiming tomake the world a better place, and which arent.We can choose spend our money purposefully.

REFLECT

Think about purpose in the context of yourown work. What problems are you helping your

customers to solve? What needs are you full-ling? How might you become a more purposefulcompany by focusing on these things?

LINKS

1. Why Purpose Matters: Its good for you and good for business- Forbes2. Why purpose driven companies are often more successful- Fast Company

3. Purpose is good, shared purpose is better- Harvard Business Review4. Doves mission statement- Unilever

PURPOSE DRIVEN TECH

PIONEERS

1. internet.org- A Facebook-led initiative bringing together technology leaders,non-prots and local communities to connect the two thirds of the world thatdoesn't have Internet access.

2. MPesa- A mobile-phone based money transfer and micronancing service.3. Greenpeace Mob Lab- Transforming how campaigns are fought and won, pio-

neering a powerful new era of people-powered strategies that amplify cam-paign impact and create positive change.

4. Kano- A computer anyone can make. Giving young people a simple, fun way tomake and play with technology, and take control of the world around them.

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Talent

THE CONNECTING POWERof the Internet com-bined with higher levels of education acrossthe globe will support instant access to talent.In the future there may be no need to employpeople or be employed by a company. Professi-onals will monetize each of their specic skills indierent ways, instead of selling themselves tojust one company.

There is a lot of debate around the merits anddrawbacks of this trend for society. The so-cal-led gig economy is receiving criticism fromall angles. Services like Handy and MechanicalTurk sell workers a dream of freedom and exi-bility, but deliver low wages and oddly restrictiveworking practices. Even Uber has faced pro-tests from taxi drivers all over the world.

All changes have a dark side. But this trend isclearly benetting those with the knowledge,skills, and income who can oer their specicskills to companies willing to pay a premium for

them. Think about software engineers, able towork exibly from anywhere in the world to de-velop high value products. Or remote copywri-

ters, who can be contracted to write emails,articles, or social media posts, on a word-by-word basis.

Salaries are expensive. The more people youhave on your books, the more money you haveto bring in every month. Imagine a companywith hardly any employees. Just a network oftalented people on tap, that you can call onwhen a big job comes in. Imagine how muchmore ecient you could be.

REFLECT

In the previous issue of the report we exploredhow Attracting Talent was an issue for busines-ses. Now we have talent on tap.Think about your organisation. List all of thethings that could be done by remote or on-de-mand workers. The jobs that come along occa-sionally and disrupt the normal ow of business.Next time, why not nd someone to do thatwork for you? The time you save can be spent

on other projects, or on not working at all. Howelse might you use this trend to your benet?

LINKS

1. Freelance workers will reshape companies- The Economist

2. Building a Community of Digital Nomads- Hungton Post3. The Gig Economy Wont Work Because Its Being Sued To Death- Fast Company

4. Why more Britons are working for themselves- The Economist

TALENT ON TAP

PIONEERS

1. Eden McCallum- An on-demand consulting agency, providing exibility forclients and consultants.

2. Upwork-Connecting clients with freelance professionals online.3. Encore- Building a movement to tap the skills and experience of those in midli-

fe and beyond to improve communities and the world.

4. InCloudCounsel- Using a globally distributed network of lawyers to processhigh volume, repetitive legal work for companies.

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IN THIS RAPIDLY CHANGING WORLDthat wekeep hearing about, the kinds of employees andteams that we need are changing. There is aclear and increasing trend away from generalistsand towards specialists. Away from people withone static skillset, towards people who are ableto quickly learn new skills and apply them totricky problems.

We call this Hybrid Knowledge. The ability tograb knowledge, skills, opinions, and expertisefrom a range of dierent areas and mash themtogether to create beautiful things. This appliesto teams as well as individuals. The teams wecreate and the companies we build need tohave this hybrid approach. We need to recruitfor diversity in all senses of the word.

Weve had the idea of T-shaped employeesfor a while now. Those people with a depth ofknowledge in one or more areas, and a breadth

of experience to connect eectively with otherdisciplines. They are still essential componentsof any eective team. But the most sought afterpeople in the future will be the X-shaped ones.

They are the connectors, the producers, thefacilitators, harnessing the talent on tap tomake things happen. They speak many dierentlanguages, and are able to bring disparategroups together to drive progress towards agoal. When X-shaped people gather the rightT-shaped people, magic can happen.

REFLECT

What kinds of people do you employ in yourworkplace? Think about the shape of your colle-agues, and of yourself. As a team, are you ex-ible and agile, or rigid and stuck in your ways?Everyones got a T or X inside them that theycan develop. Take a few minutes to reect onwhat yours might be, and work to bring it out.

LINKS

1. Blurring Lines: How Business and Technology Skills Are Merging to Create High

Opportunity Hybrid Jobs- Burning Glass2. The Full Stack Employee - Chris Messina (ex-Google and inventor of the

#hashtag)3. How to Build a Modern Creative Team in 2015- AdAge4. Tomorrows Most Wanted- Hyper Island

HYBRID KNOWLEDGE

PIONEERS

1. The Backscratchers- Connecting companies with recommended freelancers orteams for projects.

2. Alphabet / Google- Attracting smart creative employees and creating an en-vironment where they can thrive at scale.

3. IDEO- The original and still the best at using multidisciplinary teams to sparkinnovation in product and service design.

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COLLABORATION IS SO COREto everything thathappens in a modern business, it seems almostunnecessary to label it as a trend. However,spend ve minutes walking through most ocesin the world, and the need for people to becomefar more eective at collaborating across distan-ce, time, and disciplines, is clear.

The workplace is only going to become morefragmented. Flexible and remote working willgain in popularity, the generalists will inherit thepositions that specialists once held, and theproducts and services that companies developwill stray wildly from their origins.

In this fragmented world, collaboration will be-come the new core competence. Working eec-tively with dierent kinds of people inside and

outside the workplace will make the dierencebetween success and failure. So the employeeof the future needs to have exceptional interper-sonal skills, ne-tuned verbal and visual com-munication abilities, and a keen understandingof adjacent disciplines. They dont need to knoweverything, they just need to connect with eno-ugh people so that together, the team knowseverything.

REFLECT

What does communication and collaborationlook like in your team? Do you really work as ef-fectively together as you can? Check out someof the links and pioneers below for inspiration.Perhaps bring up the subject at your next teammeeting, oering the question: How might wecollaborate more eectively?

COLLABORATION AS CORE COMPETENCE

LINKS

1. Spotify engineering culture (Part 1)- Spotify2. Making Collaboration as Pervasive as Dial Tone- Hungton Post3. Paper is Dropboxs new vision for how teams can work together- engadget4. Facebook at Work Launches So You Can Never Not Be on Facebook- Wired

PIONEERS

1. Oblong Industries- Remote collaboration software from the designer of inter-faces in Minority Report and Iron Man. Oblong links locations, teams, content,and devices in an immersive, shared workspace

2. Slack- The team collaboration tool of the future. No more email. More commu-nication.

3. Dropbox- Still going strong despite competition from larger rivals. This cloudstorage company has 300 million users uploading 1 billion les a day.

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WHAT IS THE POINTin getting a degree? Whatsthe point in spending 3 or 4 of the best yearsof your life and thousands of dollars earning aqualication that many employers say isnt par-ticularly useful?

The world has changed radically since theinvention of the University, and this trend showsthat its set to change a whole lot more. Thisrst wave of disruption in the education industryhas dealt a serious blow to traditional models,perhaps more psychologically than practically.

We now have access to lectures from theworlds most prestigious universities throughMOOCs (massive open online courses); accessto the worlds largest ever bank of informationthrough Wikipedia; and the ability to learn howto do almost anything through YouTube.

As access to knowledge and skills developmentbecomes more open and aordable, we will see

more work-arounds to higher education asindividuals opt for learning-by-doing and re-

al-world experience to gain new skills and fasterentry to the workforce.

Companies like General Assembly and Crea-tiveLive have built strong businesses aroundteaching industry-specic creative and technicalskills through short, online and in-person pro-grammes. Platforms like Quora and WolframAlp-ha are using crowd knowledge and big data toanswer tough questions.

However, the challenge for young people rema-ins the same: how to gain enough experience tobe useful to a prospective employer. That pro-blem hasnt quite been solved yet. Perhaps youcould tackle this issue in your own company.

REFLECT

Think about the opportunities that you give toyoung people. What are your internship or app-renticeship options? How might you make themmore eective as learning and training experien-

ces? How could you use them to transform yourrecruitment and hiring process?

REAL-WORLD DEGREES

LINKS

That 'Useless' Liberal Arts Degree Has Become Tech's Hottest Ticket- Forbes

Robots are coming for your job. That might not be bad news- New StatesmanFour steps to Google, Without a degree- David ByttowIs college worth it- The Economist

PIONEERS

Mozilla Open Badges- Establishing a new online standard to recognize and verifylearning.SingularityU- Helping people and companies to understand cutting-edge techno-logies to positively impact billions of people.30 Weeks- A Google-sponsored, Hyper Island-designed founders programme fordesigners.

StackExchange-A network of 130+ Q&A communities connecting experts to pe-ople with questions.

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IN A RAPIDLY CHANGING WORLDand bu-siness environment, the qualities needed foreective leadership are also changing. Theworld is more connected than ever, yet morefragmented. When we look at the qualities thatthe worlds best digital leaders have, there seemto be many dierences between them.

Anne Wojcicki. Founder of 23andMe, an at-ho-me DNA testing kit service, has a commitmentto putting advanced medtech in the hands ofordinary people. Shes hugely ambitious, with agoal for her company to become the Google ofpersonalized health care over the next decade.She balances drive and passion with scienticrationality, and her loyal employees share hergrand vision for the future.

Joel Gascgoine. CEO of Buer, a social mediascheduling tool for marketers, pursues radicalopenness in his company. They publish theirsalaries, revenue, source code, and equity for-

mula for the world to see. Their goal is towardsgreater productivity, more transparency, and ahappier work culture.

Arianna Hungton. Co-founder and editor-in-chief of the Hungton Post Media Group, therst commercial media company to win a Pulit-zer Prize. She models balance and wisdom for

her employees, working to create a culture ofsustainable creativity. She has created a com-pany that is best in class, whilst also supportingpeople to lead balanced lives. Not an easy thingto do.

Je Bezos. The controversial CEO of Amazonhas been almost universally criticised for his ag-gressive business practices. But he has kept arelentless focus on delivering the best possibleexperience for his customers, and on growingAmazon from an online book store to the eve-rything store.

The leaders above are all very dierent, buthave one thing in common: a clear vision andfocus on delivering value for customers and forthe world. Professionals want dierent things,and they will eventually gravitate towards thekind of leader that they want to work for. Somethrive at places like Amazon, and others atplaces like Buer. Diversity and uidity in the job

market is the key.

REFLECT

Think about the kind of leadership that you havein your workplace. Does is support the kind ofculture that enables you to thrive? If not, howmight you change it? Or where else can you go?

TOMORROWS MOST WANTED LEADERS

LINKS1. Leadership redened, the time is now- Hungton Post2. Holacracy and other atter-earth theories- The Week3. Amazons Je Bezos plummets down corporate leader rankings - CNBC

PIONEERS

1. Buer- Perhaps the most open company in the world?2. Ushahidi- A crowdsourcing tool for people to raise their voice in troubled

countries. Formerly under the leadership of Juliana Rotich.3. Amazon-This huge online retail platform has a vision of being the most custo-

mer-centric company in the world.4. Unilever- CEO Paul Polman has a radical vision for sustainable growth.

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THE INTERNET WAS BUILTto connect peopleall over the world. That is its central purpose.Weall use social networks, messaging apps, andvoice/video calls on a daily basis to connect toour friends, loved ones, and colleagues. Its hardto imagine a world where communication wasntas easy as it is now.

Co-creation has always existed online. But now,with increased bandwidth, better collaboration,and 3.2 billion people online, there are far morechances for co-creation. Now anyone can starttheir own movement or network, and they do.

We can see this desire for connection eve-rywhere. It manifests itself in dramatic ways,both positive and negative. People connectedon Twitter, YouTube, and Facebook to spark theArab Spring that led to the downfall of repres-sive governments in the Middle East. Likewise,unpredictable and dangerous groups like Ano-nymous and LulzSec use private forums to plan

attacks on corporates, countries, and organisa-tions they dont like.

Countless platforms support creative collabora-tion, or bring communities together around spe-

cic subjects or passions. Tools like Wikipedia,GitHub, and hitRECord have an open approachto ownership, allowing community members toshape the content the way they want it to be.

Sharing tools like Dropbox, Slack, and Muralallow people to create and collaborate togetherin ways that werent possible several years ago.The scale and complexity of these services willonly grow over the next few years, making hugeglobal co-creation projects even easier.

You may do great work inside your compa-ny, but do you collaborate and co-create withpeople from the outside? The diversity of skills,knowledge, and opinions that you can get froma co-creation project might far exceed those inyour existing team. Co-creation demands open-ness, a willingness to relinquish control, andtrust in other people.

REFLECT

Think about ways in which you could improveyour products or services by enlisting the helpof others, or connecting with communities onthe other side of the world. How might youco-create something amazing?

Behaviour

CO-CREATION: A SOCIAL DESIRE

LINKS

1. Social Media: Enemy of the State or Power to the People? - Hungton Post

2. Ushahidi Re-Imagines the Crowdsourcing Service That Started It All- allAfrica3. Crowdsourced research: Many hands make tight work- Nature (academic journal)

PIONEERS

1. SoundCloud- Musicians sharing work online, leading to collaborations andremixes. Connecting people directly with artists.

2. hitRECord- An open collaborative production company run by the actor Jo-seph Gordon-Levitt..

3. The Many Lab- A community for scientic researchers interested in creatingand joining crowdsourced projects.

4. Mumsnet- An online community that aims to make parents lives easier bypooling knowledge, advice and support.

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THE CONSTANTLY CONNECTED LIFEwas atrend featured in the last issue of this trendreport, and its rise has continued. As moreand more of our social lives move online, esta-blishing 100% digital relationships will becomecommonplace. Our ability to eectively maintainlong term friendships across boundaries andborders will increase. Eventually the dierencebetween online and oine will disappear.

Were coming to terms with there being justone reality and digital is part of it, not any lessreal or true. What you do online and what youdo face-to-face are completely interwoven.Nathan Jurgenson, Sociologist and Researcherfor Snapchat

We all experience these kinds of relationships tosome extent. You send funny seles to your gi-rlfriend who lives in the next city; you exchangeemails with a colleague on the 3rd oor, but ne-ver meet; you play video games with a stranger

on the other side of the world.

We live in a world of increasing transience. Thepeople we interact with, the places we go, thethings we possess, and the jobs we do are

changing faster than ever. Communication tech-nologies help us to keep the most precious ofour relationships constant.

Interestingly the data shows that for romanticrelationships, the oine connection is still in-credibly important. Only 8% of teens and 5% ofadults in the US have met a partner online. Butfor friendships built around a shared passion,the Internet remains the place to be. There aremillions of forums and image boards and Fa-cebook groups devoted to the most esoteric ofsubjects.

Online relationships just arent weird any more.With apps like Facebook and RenRen deman-ding real identities, online anonymity is beco-ming a thing of the past. The online you is muchmore like you than before.

REFLECT

Think about the relationships that you have in

your personal and professional life. How alignedare your online and oine behaviours? Are thereany online relationships that you need to nurtu-re? Or any oine ones? How are you balancingthese?

ONLINE RELATIONSHIPS

LINKS

1. Your Internet Friends Are Real- New Republic

2. All romantic relationships are digital now- The Atlantic3. Teens, technology, and romantic relationships- Pew Research Center4. In the Digital Age, Relationships Have Become Fragmented. Heres How to

Enhance Them.- Entrepreneur

PIONEERS

1. Snapchat- The $15 billion app used by young people to maintain strong socialrelationships.

2. Tinder- The dating app that has turned random social connections into agame.

3. Ello- A simple, beautiful, ad-free social network that has positioned itself as analternative to Facebook and Twitter.

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AS GLOBAL DIGITAL CONNECTEDNESSincrea-ses at a relentless pace, we are clearly headingfor a world where everyone is connected. Thismeans a world where the boundaries betweencultures are removed, requiring greater under-standing and respect for diversity from us all.

In this globalized future, information circulatesfreely, hierarchies emerge and dissipate, andnew and innovative subcultures ourish andwither at the whim of fashion. Perhaps the ideaof nation states will gradually erode as the die-rences between cultures and countries becomeless relevant than the similarities.

Where do you sit on the spectrum from na-tionalist to globalist? Are you embracing theglobalist ideals of free travel, uid cultures, andinternational cooperation. Or are you more of anationalist, placing importance on local culturalidentity, local connections, and protecting the

uniqueness of dierent nations.

The free ow of information is coming and willincrease. New centres of information and powerwill be supported by smart encrypted commu-nications tools, allowing rebels and freedomghters to get their messages across. This willalso give rise to global megastars, who willcommand legions of loyal fans and connectwith them in a way that media personalitiesnever have before.

REFLECT

The world is going to be a strange place ina few years time. Think about what eect aglobalized culture might have on you and yourwork. How could you benet from engagingmore closely with dierent cultures right now?Read up on last issues Privacy trend and bringsome of the insights from that into the discus-sion.

GLOBALIZED CULTURE: THE END OF NATIONS

LINKS

1. GeekWire - Zuckerberg and Gates push for Internet for all2. ZDNet - Do Internet users need their own Bill of Rights?3. Karoli Hindriks on Medium - The Global Rise of an Entrepreneurial Generation4. The Economist - It Takes a Global Village

PIONEERS

1. Wickr- The most trusted messenger in the world.2. PewDiePie- The most watched channel on YouTube ever. He is essentially the

biggest thing on the Internet and has tapped into a globalized video game cul-ture to achieve popularity.

3. Human Rights Watch- Documenting human rights abuses, and using the Inter-net to spread the message.

4. TOR Project- An encrypted Internet browser developed by the US Army thatallows people to interact and explore the web anonymously.

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SEVEN YEARS AFTERthe greed of bankers andthe lack of oversight from governments led toa global nancial crisis, the trend for servicesseeking to disrupt the banking industry is incre-asing. Trust in the establishment has gone, andpeople are turning to more democratic econo-mic models.

Crowdfunding, crowd equity, and crowd lendingall use digital platforms to create closer rela-tions between the investor and the company,bypassing traditional investment structures. Inthe future, banks and stock markets will be hit,and the value will be in the networks that formaround these companies.

There are subtle dierences between the threeapproaches to raising funds:

Crowdfunding is typically rewards-based. Wherebackers invest an amount of money in anidea, and receive a gift or product of appropriate

value once the idea has been fully funded.

Crowd equity is more like traditional share-ba-sed investment. Here, a large number of peoplebuy a small stake in a company. If the value ofthe company increases, so do the shares.Crowd lending platforms bring together bor-rowers and investors. The latter lending moneyto the former, and recouping money throughinterest payments, just like a bank does on anormal loan.

These models arent necessarily new, but theway they are operating is, outside of the esta-blishment, cutting out the middle man, to pro-vide increased value for investors, companies,and individuals.

REFLECT

How might the social economy aect your workand life? Take a look at one of the platforms inyour country and see if theres anything youdlike to invest in. Then take that experience backto the workplace. How might you learn from it

and bring those insights into the business?

SOCIAL ECONOMY

LINKS

1. Why property crowdfunding is increasing in popularity- Dash

2. IndieGoGo is getting ready for equity crowdfunding- Fast Company3. WOOP becomes most well-funded equity crowd funded start-up- Scoop4. From Unicorns to dragons, meet the new face of banking disruption- Finextra

PIONEERS

1. Patreon- A platform to help people support the creators they love, by givingregular payment for regular content.

2. Nu bank- A new design for a traditional banking service, emphasising gooddesign and ease of use.

3. Seedrs- A crowd equity investment platform that makes it simple for people to

buy into businesses they believe in and share in their success.4. DemoHour- Chinas biggest crowdfunding service.

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WITH THE RISE OF THE SEMANTIC WEB, theproducts and services that we use on a dailybasis are getting smarter. Every day we relin-quish more and more decision-making controlto digital services that have been designed tomake our lives easier, and connect us with con-tent and people that they think we want to see.

But this convenience also has a dark side. It isnow easier than ever to be caught inside whatEli Pariser calls a lter bubble. He coined theterm in 2011, and the trend towards more pro-nounced lter bubbles is not slowing down.

They mediate more and more of what we do.They guide an increasing proportion of our choi-ces where to eat, where to sleep, who to sleepwith, and what to read.

Yelps algorithm tells you where to eat, AirBnBtells you where to sleep, Tinder who to sleepwith, Amazon what to buy, Netix what to

watch, and Twitter what to read. The scale andsophistication of the ltering methods beingemployed by these digital giants is astonish-

ing. What we gain in convenience and speed,we may easily lose in narrow-mindedness andhomogeneity.

The Internet is an amazing place for communi-ties of interest to form, and for movements totake shape. Barack Obamas successful elec-tion campaign in 2008 mobilised thousands ofcommunity organisers across the US. Sincethen that community of like-minded people, thattribe, has morphed into Organising for Action,a movement of millions of Americans, comingtogether to ght for real, lasting change.

We all create our own little bubble around us,through the places we go, the people we spendtime with, and the media we engage with. Weneed to remember to make space in our livesfor challenge and spontaneity. Perhaps tech canhelp with that too.

REFLECT

Think about the bubbles inside your company.How diverse are the opinions and conversationswithin your teams? How might you challengeyourselves to think dierently?

DIGITAL BUBBLES

LINKS

1. Why is the Internet so racist?- Business Insider2. Did Facebooks Big New Study Kill My Filter Bubble Thesis?- Eli Pariser3. Do your clicks inuence what news stories other people see?- Gizmodo4. The Revolution Will Be Semantic- Forbes

PIONEERS

1. Upworthy- A media site that draws attention to stories that matter.2. Reddit- An online bulletin board with user-generated news links, and votes to

promote stories to the front page.3. Sina Weibo- The 4th largest online community in the world, and the largest in

Asia.

4. Organising for Action- A site bringing together community organisers fromacross the US.

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