Much of traditional large-scale manufacturing may cease to exist. Small, agile manufacturers will link with large R&D organizations in order to be associated with the social reputation they develop. And the corporation of the future will resemble a colony of like-minded researchers bounded by a common social purpose and protective of its expertise instead of its intellectual property. -By Philippe Mora
[Thank You HBR | by Ed Bernstein and Ted Farrington | 11:00 AM January 14, 2014]
How accurately can we anticipate the future given today’s emerging technologies? Take 3-D printing. Our current model of producing goods is built around large-scale, globally linked manufacturing facilities with massive, complex lines of supply and delivery. What happens when 3-D printers overtake current models in terms of speed and cost effectiveness, allowing goods to be custom made for little cost by localized manufacturing hubs? Will we still need today’s manufacturing model?
Through the Industrial Research Institute’s foresights study — IRI2038 — several plausible scenarios of the future of R&D were explored. In one scenario, traditional manufacturing collapses under the strain placed on it by 3-D printing and heightened speed-to-market practices and is largely replaced by local manufacturing networks.
Sir Richard Branson has proclaimed 2014 “The Year of the Entrepreneur.” Breathless coverage abounds: sexy stories of the young and old who threw off the yoke and started their own businesses. It’s all goodbye cubicle — hello freedom, vitality, creativity.
Fed by media and online coverage of an idealized lifestyle, this “entrepreneurship porn” presents an airbrushed reality in which all work is always meaningful and running your own business is a way to achieve better work/life harmony.
But the reality of starting and running a small business is different from the fantasy – and I should know, because I run one, and am married to a long-time entrepreneur. Starting a company doesn’t mean being freed from the grind; it means that the buck stops with you, always, even if it’s Sunday morning or Friday night.
Moreover, it’s just not possible that every smart young graduate can launch her own successful enterprise. Part of me wants to cry every time I meet a smart young student and the notion of joining a respected, existing institution cannot compete with the thought of creating her own.
Very few of the talented young people I meet want to work for something that already exists. On the contrary, they want to create new enterprises. They want to work according to their own rules, not a boss’s rules. Part of this may be youth, but surely part of it is what these young people have seen: their parents and older friends grinding it out, feeling unrecognized and judged on the wrong criteria. Women leaving high-powered jobs once they have children and stifled in a desire to be both a good mother and good worker, and men who cannot express their need to have a life at home and at work.
Stephen Wilkes is a collector of moments, staking out a location until he has hoovered up enough of them to tell the story of a single place. Week-End Reading: http://philippemora.us > Also, find more on my pinterest boards. > By Philippe Mora
See More: http://lightbox.time.com/2013/11/14/stephen-wilkes-incredible-cityscapes-span-day-to-night/#1
You might think all this “love business” would be hard for some people. Most importantly, it is the small moments between coworkers — a warm smile, a kind note, a sympathetic ear — day after day, month after month, that help create and maintain a strong culture of companionate love and the satisfaction that comes with it. -By Philippe Mora
[Thank You HBR | by Sigal Barsade and Olivia (Mandy) O'Neill 01.13.14]
“Love” is a not word you often hear uttered in office hallways or conference rooms. And yet, it has a strong influence on workplace outcomes. The more love co-workers feel at work, the more engaged they are. (Note: Here we’re talking about “companionate love” which is far less intense than romantic love. Companionate love is based on warmth, affection, and connection rather than passion). It may not be surprising that those who perceive greater affection and caring from their colleagues perform better, but few managers focus on building an emotional culture. That’s a mistake.
i blog about the things I love: fitness, hacking work, tech, Experiences and anything holistic.
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