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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Embrace the Human Side of Organisational Digital Transformation Digital Humans: Thriving in an Online World is an insightful, engaging and interdisciplinary discussion of how best to transform your organisation into a nimble, digital enterprise with human beings firmly established at the centre of it. The authors draw on complexity theory, anthropology, history, organisational transformation and behavioural science to demonstrate the characteristics that define successful digital organisations. You'll discover the importance of focusing on human beings even as you make the shift to digital and learn to understand the importance of our new digital ecosystems. Illuminating case studies and examples of organisations that have successfully made the jump to digital are explored and the book presents new and effective ways to make strategic decisions about your company's future based on our new physical-digital hybrid reality. A can't-miss blueprint to a market environment and world that's increasingly fast-moving, complex and rewarding, Digital Humans will find a place in the libraries of managers, executives, and business leaders looking for an engaging roadmap to digital transformation that wouldn't have us leave our humanity behind.
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Seitenzahl: 362
Veröffentlichungsjahr: 2022
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Table of Contents
Cover
Title Page
Copyright
Dedication
Acknowledgements
About This Book
Introduction
Our Digital Civilization
Digital Humans
Digital Organizations
Why Did We Write this Book?
References
Part One: Living in Our Online World
Our Brave New Digital World
Rise and Fall of a Civilization
The Shift to Digital
A Brief Digital History
Impact on Individuals
Impact on Organizations
Digital Challenges
A New Way to Deal with Change
References
Living in a Changing World
Trend 1 The Merger of the Physical and Digital
Trend 2 The Merger of the Physical, Digital, and Biological
Trend 3 The Rise of the Robots
Trend 4 Algorithms
Trend 5 Modularization
Trend 6 Micro-production
Trend 7 Hyper-local
Trend 8 Neuroscience and Behaviour Economics
Trend 9 Digital Media
Trend 10 Play Spaces
Trend 11 Community Lives
Trend 12 Global Design
Trend 13 Local Fabrication
Trend 14 Swarming
Trend 15 Companion Tools
Trend 16 Lifelong Learning
Trend 17 Universal Basic Income
Trend 18 Experiential Learning
Trend 19 The Metaverse
Trend 20 Blockchain
Trend 21 Apps and Heuristics
Trend 22 New Environments for Learning
Trend 23 Radical Personalization
What does this all mean?
References
The Activated Organization
Digital Winners
Of Ants and Termites
It's Alive
Japanese Society – Old and New
Complex Evolving Systems
Learning from Jazz
Harnessing Complexity
The Activated Organization
New Ways of Thinking That Are at the Heart of the Digital Human and Our Organizations
References
Part Two: New Thinking for Digital Humans and Their Organizations
1 The Digital Spine
The Power of the Book
The Organization of Knowledge
Connected to Everything, Everywhere
Enter the Labyrinth
Why Is the Idea of the Digital Spine Relevant?
The Digital Spine Enables Better Decision Making
Decision Making Online
The Trust Equation
The Digital Spine
Designing Digital Spines
Conclusion
References
2 Build Together
The Dream of Collective Construction
The Power of Building Together
We Buy into What We Build
Working Together Without Being Together
Design Thinking
The Problem of Virtual Collaboration
Collaborative Authoring
Thinking Like a Designer to Build Together
Conclusion
References
3 The Organization of One
Gathering Together
Digital Tribes
How Do We Want to Work?
A New Employment Experience
The Organization of One
How to Prepare for ‘Organizations of One’?
Conclusion
References
4 Add-app-ability
The Vitruvius Within Us All
Building Blocks Everywhere
Bring Your Everything to Work
A Constant Work in Progress
De-bossing
My Digital Companion
Modal Jazz
An App Mindset
From Small Acorns
Add-app-ability at Scale
Adopting Add-app-ability
Applying Add-app-ability
Conclusion
References
5 Theatres of Work
The Digital Agora
The Enchanting Port
The Digital Tsunami
The Distributed Manufacturing Environment
So What Are Physical Work Environments For?
Qualities of Enabling Environments
Conclusion
References
6 Build Beautiful Things
The Pursuit of Excellence
The Best It Can Be
Beauty and the Beast
The Unfinished Masterpiece
But I Can't Even Draw
Building Beautiful Things
Making It Real
Conclusion
References
7 Playing Games
A Love of Games
It's Just a Game?
Why Do We Play Games?
From Simple Games to the Metaverse
Games at Work
Making Games
Conclusion
References
8 The Power of Small Things
From a Single Stone
Call Me Trim Tab
Nudge, Nudge
The Digital Leader
Using the Power of Small Things
Sustaining Momentum
Conclusion
References
9 Targets and the Mirror
The Great Civilizer
Looking Inside
Digital Mirrors
The Right Amount of Connectivity
Making Sense of the Data
Making a Map
Navigating into the Future
Conclusion
References
10 Always Learning
The House of Wisdom
A Thirst for Knowledge
Providing Digital Learning Fit for Digital Humans
Digital Changes Everything
100% Results, Zero Air Miles
Designing the Learning for Digital Humans
Conclusion
References
11 Creating Meaningful Alternatives
The Heretic King
The Golden Age of Athens
A Meaningful Alternative
Motivating Digital Humans
Conclusion
References
12 Turn It On
The Gates of Paradise
Create a Movement
Designing a Multi-layered Omni-channel Campaign
Conclusion
References
Conclusion: Reflections on New Thinking for Our Brave New Digital World
Reference
Terms of Art
Activate
Automation
Brainstorming
Collaboration
Complex systems
Consultant
Culture
Decision making
Design
Design thinking
Digital
Digital human
Ecosystem
Entrainment
Framework
Human
Identity
Innovation
Internet
Iteration
Jazz
Labyrinth
Leadership
Living system
Ludic (pron. /ˈluːd&ip.iscp;k/)
Mass media
Meeting
Methodology
Model
Network
Omni-channels
Online
Organization
Platform
Principle
Scale
Security
Simple rules
Society
Swarming
Synthesize
System
Technology
Transformation
Tribe
Utopia
Work
Reference
About the Authors
Index
End User License Agreement
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgements
About This Book
Introduction
Begin Reading
Conclusion: Reflections on New Thinking for Our Brave New Digital World
Terms of Art
About the Authors
Index
End User License Agreement
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Digital Humans
Thriving in an Online World
Paul Ashcroft
Garrick Jones
This edition first published 2022.Copyright © 2022 by Paul Ashcroft and Garrick Jones. All rights reserved.
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For Zsanett, Benjamin, Leanne, Georgia, Leila, and Emma
ACKNOWLEDGEMENTS
We would like to thank Annie Knight, Corissa Hollenbeck, Deborah Schindlar, and the team at Wiley who have been so great to work with.
We would like to thank the entire Ludic team without whom we would not be able to row our boats into such interesting ports and learn so much from our adventures together.
We also thank all our friends and clients who have worked, laughed, and cried together with us over the years, as we have brought new things to life, in particular Chris Meyer, Ella Bennett, Simon Brown, Marce Cancho Rosado, Sergio Martinez-Cava Camacho, and Juan Luis Moreno Bau.
Paul especially thanks Zsanett, Benjamin, and Leanne for their love and invaluable support during the weeks and months of being immersed with him in the wonderful world of writing.
Garrick would also like to thank Zsanett for her patience and understanding, along with Michael Uys, Michael Craig-Martin, and Francesco Manacorda for the inspiring conversations and their support.
ABOUT THIS BOOK
This book is about the impact of digital on us as individuals and how we organize together to get things done. It is also about what we have learned, in terms of how to make the most of all that digital has to offer whilst avoiding its pitfalls.
The book consists of our understanding of the context of digital humans – what is happening and how we understand it. We identify 23 trends that we believe are important to pay attention to. We have researched what primary research is already starting to tell us about what we have learned through the global pandemic. We look at 12 fundamentally new ways that we believe are impacting digital humans and their organizations.
The original version of this book's research was printed before the huge global experience of the pandemic. We have sought to understand the shifts that took place for organizational survival. The conditions of economies grinding to a halt and people being kept at home meant that the only way economies could survive was by adopting digital work. We have sought to update our research with what we have learned through this period and what we feel will be lasting in its impact.
The book is not intended to be an academic thesis or a technical manual. Instead, it is a document of what we have learned, our experiences, and the important principles we have synthesized through working in this way.
We have tried to avoid jargon and to write a book that everyone might find interesting and accessible. At the end of the book, we have included our ‘terms of art’. This provides our working definitions for the various technical terms that we use within the text.
It is, above all, a contribution to the conversation about our joint future, in the hope that we as humans will use the opportunities digital provides to create a future world in which we all want to live together.
INTRODUCTION
Our Digital Civilization
New technology has always propelled humans forward. Often, we are afraid of it. Take the invention of the steam train. When the Stockton to Darlington Railway, the first public steam railway, opened in 1825, people feared the worst: the human body wasn't designed to travel at the astonishing speed of 30 miles per hour and something dreadful would happen if it did (Britannica 2019). With the invention of the telephone, preachers in Sweden said the phone was an instrument of the devil (Ehrenkrona n.d.), causing phone lines to be stolen or sabotaged; others feared that telephone lines were channels through which evil spirits would enter our homes.
In his classic 1960s book, Understanding Media, Marshall McLuhan accurately predicted the rise of mass media and the ‘global village.’ He described how ‘The essence of automation technology … is integral and decentralist in depth, just as the machine was fragmentary, centralist and superficial in its patterning of human relationships’ (McLuhan 1964: 1).
Whilst McLuhan popularized this concept, he was not the first to think of it. Inventor Nicholas Tesla in an interview with Colliers magazine in 1926 stated:
When wireless is perfectly applied the whole earth will be converted into a huge brain, which in fact it is, all things being particles of a real and rhythmic whole. We shall be able to communicate with one another instantly, irrespective of distance. Not only this, but through television and telephony we shall see and hear one another as perfectly as though we were face-to-face, despite intervening distances of thousands of miles; and the instruments through which we shall be able to do this will be amazingly simple compared with our present telephone. A man will be able to carry one in his vest pocket (Kennedy 1926).
Our civilization today is in the midst of a technology revolution that is transforming every aspect of society. The recent pandemic has only accelerated this revolution. We have the potential to lead richly connected lives. What type of society are we creating? Will the rewards of digital go to an elite few, or will they be more evenly distributed in a society in which everyone has the chance to play a role and join the conversation? Will we create systems that alienate the digitally disadvantaged? Will we enable everyone to participate in society in a way they choose? Will digital mean we will be able to live lives that best suit our needs, our lifestyles, and our working patterns?
We have been working with organizations that have been at the forefront of enabling this change and have sought to understand what new thinking is emerging in order to make best use of it. We have also been tracking the research that has followed the impact of the pandemic and the lockdowns on us as humans. Thrust into a world where we were all surviving mostly from home, we had only the digital realm to sustain much of our cultural and economic lives. This has changed us. We look at research from neuroscience, behaviourism, psychology, and organizations to help us understand what the impact is on us.
As humans, we have a remarkable ability to absorb, use, and become accustomed to new technology. We also tend to take a benevolent view of these technological inventions. When it's our car, washing machine, hair dryer, or central heating we hardly recognize them as technology at all. Would you prefer to get on a plane every time you want to speak to your grandchildren in another country, rather than pick up a telephone? Would you smash your spectacles as a gesture against the rising tide of technology? Would you swap your central heating for a fire in every room (which you have to make and tend each day)? In the context of digital technology, why would you prefer to go to the library a few miles down the road when you can access the biggest library ever created from the comfort of your own home?
Have we already become a digital civilization? At what point will we have too much technology?
Digital Humans
At the height of the pandemic in early 2020, Microsoft CEO Satya Nadella observed that we have seen two years of digital transformation in two months. The World Economic Forum has recently forecasted that ‘half of all work tasks will be handled by machines by 2025’ and ‘COVID-19 has accelerated the arrival of the future of work’ (Spataro 2020).
Bill Gates has described how in his view most human work will soon be conducted by automated technology (Forston 2018). Our current society based around jobs and work will fundamentally shift, he argues. He asks, what will be our purpose as humans in such a world? Should we tax robots to pay for schools, care homes, and other facilities?
Many people are equally concerned about our future. The digital revolution we are currently experiencing is as profound as any revolution in history. From a technological perspective, being a human on planet earth today is a vastly different experience from what it was 10 years ago. Since Covid, being human is very different from even two years ago. We can see the impact on every aspect of our lives, including our work and personal relationships.
We believe we have already entered the age of the digital human. As individuals, we live in a digital world rich in knowledge and data. We can access more worlds than any other generation could imagine. We can lead multiple lives with a degree of flexibility we have never enjoyed before. We can establish communities around all our different interests. We have more virtual friends than those we see day-to-day. Many of us are now free to work from anywhere. Technology already augments how we work and how we live. Soon it will be commonplace for technology to become integrated with our biological bodies (in some cases, it already is). Will we one day become more digital than human?
Digital Organizations
What does digital mean for our organizations as we know them today? The fixed offices and bureaucratic institutions of the past decades in many ways already seem outdated. Will the glass skyscrapers that pepper our cities today become the empty cathedrals of tomorrow? What will become of our cities if no one needs to go into an office to work? In the meantime, what engages, motivates, and gets the best from a human workforce, whilst it is knowingly acting as a stepping stone to the next wave of technology optimization?
The modern organization today is a global network of connections, knowledge, customers, and suppliers. There is barely such as thing as ‘local’ enterprise anymore: where digital is present, every organization, everywhere, is connected globally in some way.
In the past, organizational change or transformation was something done steadily, perhaps over several years. Organizations gradually moved into new markets or focused on becoming more competitive or productive. Change was ‘done to’ organizations by smart consultants with clever models and frameworks for strategic advice or process improvement.
Transformation itself is changing. Today, organizations need to move much faster. New threats appear without notice. Consumer sentiment changes overnight. New opportunities emerge and are quickly taken advantage of by fast-moving competitors. Organizations need to sense and respond to these changes without delay. They need to do so whilst not disrupting their core business or their people. It's this challenge that has seen hundreds of well-known brands disappear in recent years.
Organizations are being de-bossed and hierarchies flattened A new kind of leadership is required for digital humans that has more in common with how biological or nervous systems operate, rather than the mechanistic models of previous years.
We have already seen the emergence of the chief digital officer(CDO). No longer relegated to just ‘head of technology’ or seen as a minor role on the board, the CDO now controls a vast domain that touches every part of the organization. When the day comes that an organization has more robots than people, will the chief human resources officer(CHRO) even be required? Will the post ultimately merge with that of the CDO to become ‘head of digital and human resources’?
Why Did We Write this Book?
It was December 2004. The world was emerging from the dot-com crash. Google had recently gone public, a new company called Facebook had just launched, and we all still had Nokia mobile phones.
Since the mid-1990s we had been involved in the development of some of the most sophisticated methods for enabling large-scale system change through collaborative decision making. It was (and still is) a set of technologies, processes, philosophies, and principles used by governments, global organizations, and non-governmental organizations (NGOs) to align, make decisions, and scale. We recognized that the digital world was coming fast and the implications would be seismic. We asked ourselves the question, how do we achieve the same results virtually as those we can face-to-face? How do we enable thousands of people to work together and learn together when they are based in different locations around the world? At the same time, how can we design work so that it can fit with the way people want to work?
Our response was to design a new kind of consulting organization. One that could be entirely virtual, immediately global, and have the scale to work alongside the biggest organizations in the world. We called our new company ‘Ludic’ from the Latin ludo meaning playfulness. If we were going to invent a new way of working, it should at least be fun.
In our work over the years, we have been asked questions such as:
How do we engage our people across the globe?
How do we, as leaders, make more informed decisions?
How can we get the best from virtual global teams?
How do we ensure strategic decisions are implemented?
How do we work with diverse teams of young and old?
How do we scale rapidly?
How do we transform and innovate without disrupting?
How do we shift from a centralized to a more decentralized system?
Often, we have been asked these questions because the usual answers have been tried by others before and proven unsatisfactory. We are researchers and inventors at heart. We love creating solutions. We see our organization as a lab and our response has often been to develop something new: a software platform, a method, a new environment. We have had the privilege of working with many amazing people and clients who were prepared to try something different. Through these collaborations over the past decade, we have discovered how to activate organizations so that they can transform themselves – and what digital means in practice to the people who work with them.
Humans have achieved awe-inspiring things by working together. Digital enables us to collaborate like never before in history. It has radical implications for our global society. How have our societies in history succeeded or failed when faced with momentous changes? We are fascinated by these questions. That is why we have written this book.
References
Britannica, The Editors of Encyclopaedia (2019, 3 July). Stockton & Darlington Railway.
Encyclopedia Britannica
.
https://www.britannica.com/topic/Stockton-and-Darlington-Railway
(accessed 6 April 2022).
Ehrenkrona, M. (n.d.) The telephone is the instrument of the devil.
https://www.ericsson.com/en/about-us/history/communication/how-the-telephone-changed-the-world/the-telephone-is-the-instrument-of-the-devil
(accessed 26 March 2022).
Forston, D. (2018). Robots will take most jobs, predicts Bill Gates.
The Sunday Times
, 15 April 2018.
https://www.thetimes.co.uk/article/robots-will-take-most-jobs-predicts-bill-gates-nt9jzg2c5
(accessed 26 March 2022).
Kennedy, J. (1926). When woman is boss: an interview with Nikola Tesla.
Colliers
.
http://www.tfcbooks.com/tesla/1926-01-30.htm
(accessed 26 March 2022).
McLuhan, M. (1964). The medium is the message. In:
Understanding Media: The Extensions of Man
. New York: Signet Books.
Spataro, J. (2020). 2 years of digital transformation in 2 months. Microsoft's quarterly earnings report to Wall Street.
https://www.microsoft.com/en-us/microsoft-365/blog/2020/04/30/2-years-digital-transformation-2-months/
(accessed 26 March 2022).
Stockton to Darlington Railway, 1825:
https://www.britannica.com/topic/Stockton-and-Darlington-Railway
Britannica, The Editors of Encyclopaedia (2019, 3 July). Stockton & Darlington Railway.
Encyclopedia Britannica
.
https://www.britannica.com/topic/Stockton-and-Darlington-Railway
(accessed 6 April 2022).
Part OneLiving in Our Online World
Our Brave New Digital World
O wonder!
How many goodly creatures are there here!
How beauteous mankind is! O brave new world,
That has such people in't
William Shakespeare, The Tempest, Act V, Scene I, ll. 203–206
Rise and Fall of a Civilization
It is the spring equinox in the year 818 CE. At the appointed hour, the Mayan high priest at Chichen Itza slowly ascends one of the four staircases of the pyramid of Kukulkan, a giant temple named in honour of the feathered serpent deity. As the sun's shadow creates the illusion of the snake descending the pyramid, the priest gazes down upon the crowd of some 40 000 people. He begins a slow hand clap. The crowd responds, the clapping builds to a crescendo. The echo from the top of the pyramid reflects the call of the resplendent quetzal, the sacred bird, across the city. A human sacrifice is made. The crowd is in rapture. The gods are pleased. It will be a good year.
A civilization way ahead of its time, the Mayans thrived for more than 3000 years. They were brilliant architects, mathematicians, and astronomers. They invented the concept of zero. Their calendar was accurate to within one day every 6500 years. The Mayans had one of the most advanced writing systems of any ancient civilization. Their cities were centres for arts, science, and religion, that teemed with more than 2000 people per square mile (which is comparable to modern Los Angeles County). Their creation and adoption of highly sophisticated technology propelled them forward.
However, by around 900 CE the population had crashed. Perhaps as many as 95% of the Mayans had died and the great cities were deserted. Many theories exist as to the cause of this great decline. The leading hypothesis is that the Mayans simply overextended themselves. They overpopulated and over-farmed their natural resources, leading to deforestation and drought on a massive scale.
Like the Mayans, are we in danger of becoming the authors of our own demise? Will a future artificial intelligence record that at some point during the twenty-first century, biological humans seemed to stop building, producing, or making – they scattered from their cities and by the mid-2100s had almost entirely ceased to exist? Or will we have created a digital utopia that ensures our survival for the next millennia?
Our history is populated with stories like this. Technological change, upheavals, and the promise of new worlds all harness our dreams of a better life. Professor Klaus Schwab, founder and executive chairman of the World Economic Forum, has suggested we are currently in the ‘Fourth Industrial Revolution’ – the blurring of physical, technological, and biological domains. The First Industrial Revolution transformed production with water and steam power. The Second brought electric power and mass production. The Third refers to automation and the Fourth Industrial Revolution is the shift from analogue to digital.
In the time of Elizabeth I and the discovery of what was called the New World, Francis Bacon published a story in which the positive and supportive relationships between people in Atlantis (Bacon 1627) created a utopian society. It is little known that Shakespeare used this tract as a basis for the utopian portion of his play The Tempest (Shakespeare 1611/1994). The genius of The Tempest, of course, is that his world is also populated with monsters.
When the Internet was first being built and http coding was all the rage, the dreams of a new society were projected onto it. It heralded a new age. We didn't imagine that the dark web might emerge or that the Internet could spawn just as many opportunities for criminals as prospects for entrepreneurs. In the shift to digital, we encounter both angels and demons.
The digital world has the capacity to unleash incredible human potential by connecting us to each other and to our vast array of knowledge. It promises open democracy and fairer access to resources for all. It enables massive parallel processing for problem solving in society. It lowers barriers to entry for creating new innovations, new businesses, and almost instantaneous launching of new services. These are the positive outcomes we strive for. The dangers to avoid, like the bleak future described in Aldous Huxley's Brave New World (1932), include a future in which human life has been almost entirely industrialized. One in which society is controlled by a handful of people at the top of a world state; where the Internet and debate is mediated by monopolistic and oligarchical forces and where rights of access and the rights of freedom of information are skewed by self-serving policies that twist the neutral platform accessible to all into a monster that promotes only the interests of the few.
The Shift to Digital
Consider the scale and influence of the technology businesses today. At the time of writing (2022), according to statista.com four of the five largest organizations by market cap are technology firms. Apple's market cap is close to three trillion (three times their pre-pandemic value), which would put it as the sixth largest national economy in the world, just US$500 billion behind the United Kingdom. Microsoft (US$2.3 trillion), Google (US$1.8 trillion), and Amazon (US$1.5 trillion) would all rank in the top 15 national economies worldwide.
The contours of our new world across business, society, and nation states have been forever changed. Business today is an interconnected global ecosystem. A digitally connected human is likely to have as many ‘friends’ in places they have never been to as in their own town. Our supranational structures are shifting and politicians are often seen to struggle with understanding this new reality as they rush to create policy that ensures safety, identity, security, and growth. There is tension between our political institutions and businesses that are larger, wealthier, and more powerful than many countries. We only have to look at the European response to Google and Microsoft in the courts, or the attempts to regulate for cryptocurrencies or gather taxes from huge organizations that are able to shift financial structures to wherever it is most advantageous. Consider the backlash against Uber's ability to disrupt the protections that exist in the cab industry in a manner never anticipated by legislation.
Artificial intelligence(AI) has been introduced into the healthcare field to aid clinical decision making for disease diagnosis and treatment such as detecting cancer based on medical images, and has achieved superior performance in multiple data-rich application scenarios. In the COVID-19 pandemic, AI techniques were also used as a powerful tool to overcome the complex disease. AI techniques were used extensively in combating the COVID-19 pandemic – from diagnoses to rapidly creating vaccines (Xu et al. 2021).
A Brief Digital History
It is a long way from 1965 when two computers at the Massachusetts Institute of Technology Lab (Leiner et al. 1997b) used packet switching to communicate with one another for the first time. In 1973, global networking became a reality as University College London and Norway's Royal Radar Establishment connected to Arpanet. The term Internet was born. In 1974, Telenet become the first commercial Internet service provider (ISP). In 1987, the number of computers connected to the Internet exceeded 20 000. In 1990, Tim Berners-Lee, a CERN(European Council for Nuclear Research) scientist developed Hypertext Mark-up Language(HTML), technology that continues to underpin how we navigate and use the Internet today. The following year, in 1991, CERN introduced the world wide web to the public. In 1995, Amazon, Craigslist, and eBay went live and in 1998 the way we engage with the Internet (Leiner et al. 1997a) changed entirely, with the launch of Google.
By the time the dot-com bubble burst in 2000, around 600 million users were online. In the aftermath, faster mobile data (3G) became commercially available and a new kind of online organization emerged, giving us social media as we now know it. Facebook launched in 2004, YouTube in 2005, Spotify in 2006, and more. Many of these original services have already been devoured (remember Friendster, Del.icio.us, Diaspora, and MySpace?).
We see the current shift to what we now call ‘digital’ as starting in 2007 with the launch of a new kind of smartphone. Smartphones had been around since the late 1990s. NTT DoCoMo's smartphone had huge success in Japan. Nokia had also launched one. But with the launch of Apple's iPhone and HTC's device they began to scale massively. These phones had far better data capacities and large touch screens. Suddenly, access to the Internet was mobile. A plethora of affordable devices quickly followed that meant entire populations could leapfrog decades of development to join the digital masses. In Africa, many people now own two or more smartphones. The cost of entry has continued to decrease.
In 2007, less than 10% of the world's population was on the Internet. At time of writing, almost five billion of the world's population use the Internet, that's nearly two-thirds of the world's population online.
In only half a century, we have changed the way we live, work, learn, connect, problem solve, and communicate so dramatically that our world is unrecognizable from the time we first had personal computers. The extremity of this shift can be seen dramatically in places such as Rwanda and Uganda today. The optical-fibre backbone and wireless Internet was only turned on in 2010. Already, the younger generation's taste in dress, hobbies, and music have more in common with their contemporaries in Brooklyn, New York, than their parents who are living an urban African or even tribal village lifestyle. As computer scientist Alan Kay said at a Hong Kong press conference in the late 1980s: ‘Technology is anything invented after you were born.’
Impact on Individuals
Digital has opened all of our eyes to a world of possibility. The access to knowledge, people, things, and places means that we can bring dreams into reality that were never reachable or even conceivable before. New careers, opportunities, and places to live and work are available. People can leapfrog social situations, they can use a smartphone to set up a global supply business and find out how to run it on YouTube for free.
There are millions of young people around the world who have caught the entrepreneurial bug. The ability to launch a business by simply creating a webpage and a supply network is revolutionizing the world and creating jobs for the next generation. It is spawning innovation and experimentation on a mass scale.
As we continue to transform our working world, what will we look to achieve as a society? How will we configure our organizations and institutions next?
Impact on Organizations
People have organized themselves in many ways throughout history: tribes, armies, cities, nations, monarchies, democracies, clubs, and societies. What happens when one type of organizational form meets another? What happens when armies meet guerrillas?
It was entirely appropriate for the European armies of the eighteenth century to fight in formation, given that they encountered each other in the open field and wore strikingly different uniforms to distinguish who was who in the heat of battle.
Yet, when the British fought the Native Americans in the wilderness of East Coast America, these tactics and rituals were inadequate. It is hard to imagine what the Native Americans – camouflaged, experts in stealth, fond of ambushing, and entirely unpredictable – would have made of the brightly coloured targets who noisily marched shoulder to shoulder, line after line. Clearly, there are many dimensions to how we organize, but the most important principle is that our choice of organization must be appropriate for the context it inhabits. As context changes, so must we adapt.
Research looking at leadership during the pandemic found that managers with an adaptive personality are more likely to have increased levels of self-efficacy to lead during the times of a crisis. The findings also indicate that crisis leader self-efficacy was found to be significantly related to motivation to lead during the COVID-19 crisis, suggesting that managers who have high beliefs regarding their capability to lead in any crisis were more likely to be motivated to lead during the COVID-19 crisis. We not only have to be adaptable; we have to believe in ourselves and our abilities to rise to the new shifts and challenges we encounter (Abdulah et al. 2021).
In today's digital economy, old, rigid, and inappropriate business models are being destroyed. Organizational models are emerging that take advantage of new tools and technologies as quickly as they are invented. The successful organizations of the future will be more like living systems. They will be able to adapt and respond to their markets and environments quickly and flexibly. They will be able to scale up, and down, as needed.
Digital has led organizations of today to take many new and complex forms such as organic, freelance, and knowledge-worker networks. They operate in a state of continuous flux that mutates to swarm around specific projects. This has been the norm in film making and architectural work and is fast infiltrating every sector.
In the new digital world, organizations are beginning to have multiple forms within themselves, determined by what they are attempting to get done. They might adopt rigid top-down controls where that is required (for reasons of regulation or safety) whilst at the same time they may adopt matrix models that enable complex value chains to bring products to market. They might use flexible workforces, fixed teams, networks, open innovation, closed-loop development, and more, depending on the outcomes desired.
The uniformity we used to expect from institutions is breaking down. We believe that organizations are becoming more tribal in their nature, gathering numerous different types of employment contracts within a single brand: full time, part time, agency, and associates co-exist in one ecosystem.
Workforces are also becoming more diverse. Age groups are more widely spread. Teams come from numerous countries. Personal situations such as single parenthood or caring for an older relative are more easily accommodated by the flexibility that digital working brings. The recent pandemic has shown that many workers prefer to work from home or from bases outside a fixed office.
Employers find themselves managing a greater variety of relationships with all their different employees. If they are to attract and retain talent, they are having to learn to take a more personalized approach to how they engage their people. One size does not fit all in the digital world.
The identity and the culture of the organization has an impact on the talent that is attracted to its brand. At the heart of managing organizations today is the requirement to create an overarching narrative and identity that provides a sense of community and purpose. One of the most potent ways of doing this is through the set of tools, apps, and platforms that combine to create the online, digital experience of work. The ability of this set of tools to connect people, provide access to knowledge, to account for the organization, and to promote unique customer experiences is at the cutting edge of competitive behaviour between organizations in the digital world.
Digital Challenges
For those who adapt to these digital challenges, the opportunities for finding new competitive forms are immense. Those organizations not making this shift risk a decline in performance or eventual extinction. The same is true for everyone working within organizations. What will be the new roles and how will we navigate in today's complex, interconnected world? How much will we be asked to work in different ways and employ new skills? Most importantly, how will organizations motivate, equip, and engage their people and stakeholders in this brave new digital world?
History is littered with examples of organizations that could not adapt quickly enough or failed to see what was about to eat its lunch. Kodak did not fail because it missed the digital age: they actually invented the first digital camera in 1975 (Kodak 2022
