Free Ebook , by Ravin Jesuthasan John W. Boudreau
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, by Ravin Jesuthasan John W. Boudreau
Free Ebook , by Ravin Jesuthasan John W. Boudreau
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Product details
File Size: 11790 KB
Print Length: 224 pages
Publisher: Harvard Business Review Press (September 18, 2018)
Publication Date: September 18, 2018
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B078V9RWX7
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The healthiest organizations are those within which personal growth and professional development are most likely to thrive. However, what people do and how they do it are challenged by disruptive technologies. Ravin Jesuthasan and John W. Boudreau wrote this book for business leaders in need of -- especially those in urgent need of -- an approach for applying automation to work. It consists of four step and they devote a separate to each. Here they are, rigorously examined in Part One:Deconstruct the JobQuestion to answer: "Which job tasks are best suited to automation?"Comment: It is also important to determine which job tasks are best completed by a human/machine collaboration.Assess the Relationship between job performance and strategic valueQuestion to answer: "What is the automation pay off?"Comment: It will be difficult (if not impossible) to obtain institutional support without a credible ROI analysis.Identify OptionsQuestion to answer: "What automation is possible?"Comment: More to the point, what automation is most appropriate to the given organization?Optimize WorkQuestion to answer: "What does the right human-automation combination look like?"Comment: Automation is best viewed as a beneficial enable rather than as a threat to job security.Then in Part Two, Jesuthasan and Boudreau examine what they have identified as the automations and implications beyond the process of reinventing the given work to be done. Their insights remind me again of a prediction made by Alvin Toffler in Future Shock (1984): “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.â€Most of the material in Reinventing Jobs is relevant to most organizations, whatever their size and nature may be. I also want to offer another point. I view "downsizing" as a misnomer. The correct term is "rightsizing" which could involve either increase or reduction. The same is true of robotic process automation (RPA). Its nature and extent will vary from one organization to the next, and should be appropriate an organization's specific needs, objectives, resources, and competitive marketplace. The Chinese character for the word "crisis" has two meanings: peril and opportunity. The same is true of RPA. Business leaders must decide how they view it...and what they do with it.I agree with Ravin Jesuthasan and John W. Boudreau that business leaders who read their brilliant book will be well-prepared to help apply automation to the work to be done and to how it is done. They challenge their reader to be a role model, "supporting the conversations with opportunities, a framework, and the necessary information and safety net that empowers you and your workers to collaborate to optimize worker optimization. You can help your workers to follow these steps. You can create a safe culture in which workers can tell you when they see the possibilities for automation to replace their tasks and where augmenting tasks with automation will significant improve productivity."Long ago, Henry Ford nailed it: "Whether you think you can or think you can't, you're probably right."
This is a dry, masculine-toned look at business with automation coming through fast. A conference at MIT is referenced early. Section one looks at optimising work automation under headings: deconstruct the job, assess relationship between job performance and strategic value, identify options, optimise work.Part two looks at redefining the organisation: workers, leaders.The author starts by informing us that ATMs made it cheaper for banks to open branches, as they could hire fewer workers, so the number of branches and therefore, bank tellers, increased. Well, maybe at first, but here and now bank branches are at an all time low and any staff at the branch are scarce and generally part time. The author agrees that branches have closed in recent years but says the tellers are all online in the same numbers. Yes, but if they are, are they part timers? Banks don't want to be responsible for employees any more.The author advises that asking which jobs will be replaced is not right; we need to ask which tasks within jobs can best be replaced. Is a task repetitive or variable? Independent or interactive? Physical or mental?Next thing he's talking about social robotics. Hold onto your hats.Jobs looked at vary from bank teller to oil rig driller to insurance case worker, pilot, oncologist, and science director in the pharmaceutical industry.The third computer revolution, mainframes and PCs, are shunted aside by the fourth computer revolution, big data, mobile phones and IOT, which as the author points out, converge on and reinforce one another. Yes, but we all run ad blockers and those of us with sense limit our exposure to data slurps and toxic platforms... while no online chat bot has yet been able to cope with any question I have asked it.Many tables of details are supplied and graphs with return on performance; also a checklist to help leaders implement automation. We also get case studies held up for us to admire which, I have to say, don't sound woman-friendly or loyal-employee friendly. "As Zhang said, "When employees create value they get paid. If they don't create measurable value, they don't get paid. Ultimately if they don't create value, they have to leave.""Watch out, they are coming to take away your jobs and pensions. And I don't mean the robots.The book uses terms like business process reengineering, contingent workers, identifying reskilling pathways for talent, aligning executive compensation to the new business realities, pivotal strategic goals, augmentation with cognitive automation, a pre-defined value adjustment mechanism. I am sure business leaders will find it edifying. I would appreciate some more social and environmental concern (I saw neither, but there might have been a line or two I missed).Good quote from Alvin Toffler's Future Shock (1970) "The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn." Also the World Economic Forum telling us that 65% of primary school children will go to work in jobs that do not presently exist. Because yes, new jobs do get created. But don't expect them to come with pensions and benefits.Notes P 195 - 201 and some of the articles referenced looked fascinating but weren't gone into in the text. I counted twelve names which I could be sure were female. Index P 203 - 204 (to come in my ARC).I downloaded this e-ARC from Net Galley. This is an unbiased review.
I like this combination of authors and follow their work and speaking - so had been looking forward to the release of this book. I was not disappointed! I am happy they have taken a deep dive into how work will change in the future and how leaders can prepare. As we know from recent headlines, our talent tends to worry about their jobs being replaced by machines - this book explains the complexity behind the issue, why robotics and AI will improve careers and opportunities rather than diminish them, and how employers can prepare. I gathered a number of insights and ideas that I can apply in my own organization and share with other leaders. Of particular value were the numerous examples and case studies. This one will stay on my reference shelf. Well done.
This is the book I have been waiting for. Jesuthasan and Boudreau cut through the noise and lay out a logical framework that allows us to understand how AI and Robotics really affect work and the organizational and cultural consequences.
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