By Charles Araujo
We are seeing work split into two broad camps: those that build and support technology, and those that do work that technology cannot (or which we, as a society, are not yet prepared to) automate. As this shift takes root, enterprise leaders will need to understand its impact, and the changes it will require in how they approach sourcing strategies, how they train employees and where and how they invest around the world as we enter what I call the New Human Age.
In his best-selling book “The World is Flat: A Brief History of the Twenty-first Century,” author Thomas Friedman made the case that a combination of geopolitical forces and technology innovations combined to create a new globalized, “flat” world.
As he explored in his book, and as has played out over the decade and a half since it was published, this new flat world was one in which both opportunity and competition for that opportunity we’re almost instantly global — and, in most cases, technology-driven.
It was a vibrant description of a new world order that would transform how organizations operated, competed, and managed talent — and it was a warning shot across the bow that business and government leaders needed to prepare their respective organizations for the changes that were fast approaching.
