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by Bill Gates
Innovation is the reason our lives have improved over the last century. The most successful economies are driven by innovative industries that evolve to meet the needs of a changing world.
Innovation starts with government support for the research labs and universities working on new insights that entrepreneurs can turn into companies that change the world. The public sector’s investments unlock the private sector’s ingenuity.
When we innovate, we create millions of jobs, we build the companies that lead the world, we are healthier, and we make our lives more productive. And these benefits transcend borders, powering improvements in lives around the world. Our global culture of innovation has been most successful at those moments when science, technology, and great leadership come together to create miracles that improve modern life. I believe we are in one of those moments.
In the face of fear, President Kennedy successfully summoned our country to harness American ingenuity and advance human progress. It’s important to remember what made the moonshot the moonshot—that is, what transforms political rhetoric into game-changing breakthroughs. A moonshot challenge requires a clear, measurable objective that captures the imagination of the nation and fundamentally changes how we view what’s possible. And it requires marshaling the resources and intellect of both the public and private sectors. When we do that, we chart a course for a future that is safer, healthier, and stronger.
There are four objectives I think we should prioritize:
- Provide everyone on earth with affordable energy without contributing to climate change
- Develop a vaccine for HIV and a cure for neurodegenerative diseases
- Protect the world from future health epidemics
- Give every student and teacher new tools so all students get a world-class education
I hope our leaders seize these world-changing opportunities by investing in great research institutions, which translate into big opportunities for innovators. When these ideas help shape a future that is healthier, more productive, and more powerful, it will be because world leaders stepped up to do the urgent and the important at the same time.
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Last summer, Adobe researchers surveyed over 2,000 office employees and nine thought leaders on the evolving definition of work. Through this exercise, researches uncovered several interesting insights about the future of work, including the most effective “carrots” used to motivate employees. Jeff Vijungco, vice president of global talent at Adobe says to help employees find fulfillment, “employers need to pay attention to productivity more than perks,”
Workspaces that encourage subconscious thought, smart coffee machines and conference rooms that remember what you like, virtual assistants that delight, flexible attendance policies, and performance-based rewards were at the top of the list, according to the study. Moving forward, here are five things workers increasingly expect:
Flexible “third places.”
Sociologist Ray Oldenburg argues that there are three types of work spaces. “Work” and “home,” where much of our professional and personal work gets done. But also “third spaces,” which Oldenburg explains as commons areas such as parks and watering holes where our subconscious can produce some of our most inspired ideas and professional contributions. Organizations are redesigning internal workspaces in favor of communal design, more gathering places, and even co-working offices to maximize the output and creativity of employees.
Sociologist Ray Oldenburg argues that there are three types of work spaces. “Work” and “home,” where much of our professional and personal work gets done. But also “third spaces,” which Oldenburg explains as commons areas such as parks and watering holes where our subconscious can produce some of our most inspired ideas and professional contributions. Organizations are redesigning internal workspaces in favor of communal design, more gathering places, and even co-working offices to maximize the output and creativity of employees.
Work-life advocacy.
As people and companies have begun to spread their time between work, home, and third spaces, the boundaries between work and social have been blurred, making it difficult for workers to balance their lives. Winning employers will ultimately respect, if not limit, the amount of time they “invade” workers’ personal and downtime, knowing that they’ll get better output from less stressed employees. But they’ll also support any employees who thrive on blending everything together, the study found.
As people and companies have begun to spread their time between work, home, and third spaces, the boundaries between work and social have been blurred, making it difficult for workers to balance their lives. Winning employers will ultimately respect, if not limit, the amount of time they “invade” workers’ personal and downtime, knowing that they’ll get better output from less stressed employees. But they’ll also support any employees who thrive on blending everything together, the study found.
Culturally inspired technology.
Although fancy perks can certainly work to attract new recruits, most respondents surveyed by Adobe said that “in the trenches” technology had a greater impact towards retaining and fulfiling them than free meals. Simple things like push button desktop sharing and signature approvals are commonly overlooked, but a welcome perk to delight workers.
Although fancy perks can certainly work to attract new recruits, most respondents surveyed by Adobe said that “in the trenches” technology had a greater impact towards retaining and fulfiling them than free meals. Simple things like push button desktop sharing and signature approvals are commonly overlooked, but a welcome perk to delight workers.
Better vision.
Workers value both the space and the tools of the trade. But is that enough? There are hopes for a software dashboard that ties together and automates the things we do separately. Emails, calendar invites, calls, documents, and chats – it takes a lot to schedule a single meeting. Bringing these disparate systems into an integrated dashboard can change that.
Workers value both the space and the tools of the trade. But is that enough? There are hopes for a software dashboard that ties together and automates the things we do separately. Emails, calendar invites, calls, documents, and chats – it takes a lot to schedule a single meeting. Bringing these disparate systems into an integrated dashboard can change that.
Virtual assistants.
We know the value of working harder, but it’s time we start working smarter. A staggering percentage of those surveyed expect more than half of all menial work be automated by machines within 20 years.
We know the value of working harder, but it’s time we start working smarter. A staggering percentage of those surveyed expect more than half of all menial work be automated by machines within 20 years.
(Watch the Future of Work Think Tanks that took place in San Francisco and San Jose. Read the full report.)
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Faced with organizational challenges, more and more companies are hiring an executive to manage their digital transformation. Our 2016 study of chief digital officers (CDOs), which analyzed the presence of such leaders among the world’s 2,500 largest public companies, revealed that 19 percent of these companies have now designated an executive to lead their digital agenda. This number is up from just 6 percent of companies in our 2015 study.
When it comes to implementing a digital strategy, the new class of CDOs often encounter several major obstacles upon assuming their role: ad hoc digital initiatives spread throughout a large organization, lacking central oversight; a traditional culture that resists change; a gap in the talent required; and legacy systems and structures that threaten to derail their ambitions.
As more companies reach digital maturity, they need CDOs who can navigate the intricacies of both legacy IT architectures and new digital applications. Getting there requires an executive with a strong background in technology as well as experience in addressing the often fraught political and governance issues involved in approving major technology investments and implementing the new systems.
- Unify the Digital Agenda
When a new digital leader assumes the role, there may be pockets of digital activity spread throughout the organization. This loose arrangement may work during the early stages of digital transformation, when experimentation is encouraged. But as the company begins to examine digital initiatives in light of a larger strategic goal, a lack of unity can quickly become problematic. Digital leaders need to be able to bring together all the people and business units working on digital initiatives. The concept of unity across the digital agenda is universal: The digital leader needs to be able to set strategy but also ensure buy-in across the organization. - Bridge the Talent Gap
The digital talent gap is widely recognized as a critical challenge for companies seeking transformation. PwC’s most recent Digital IQ study found that the lack of properly skilled teams was considered the number one hurdle to achieving expected results from digital technology investments; 61 percent of respondents identified it as an existing or emerging barrier. Bridging the talent gap will require companies to identify the types of skills they need and those they lack, and to create a talent strategy that will ensure that their people can put the digital agenda into practice. This will include some combination of training and hiring, as well as bringing the requisite skills in-house through acquisition. Leaders will also need to be aware of cultural inclinations to keep things the way they’ve always been — a mind-set that can slow adoption of new digital initiatives. - Confront Legacy Structures
The very concept of digital transformation recognizes that a company is starting from an insufficiently strong position. And it has the legacy back-office systems and overall organizational structure to show for it. These holdovers can’t always simply be replaced; digital leaders need to know how to work within these constraints as they move to bring the organization forward. Every digital leader of a large organization will be forced to balance new digital initiatives with the legacy IT system the company has in place. In some cases, separating new from old will work best; in others, process changes can help the two coordinate more seamlessly. How CDOs approach this challenge will depend on a number of factors, key among them the CDO’s place within the hierarchy, and the organization’s culture. - Find the Right Digital Leader
When hiring a digital leader, companies must consider not just the individual’s background and expertise, but also his or her position within the organization and the governance mechanisms from which he or she will derive the responsibility and authority needed to carry out the mission.
The challenges of digital transformation are not insignificant, but neither is the promise. Although there’s no map for a digital journey that every company can follow, understanding where you are and where you want to go can help you identify the right person to guide you.
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