Written by Gordon Moore Paul dupuysin 1965, then director of R & D at feizhao semiconductor, he told electronic magazine that in the context of progress in the emerging field of semiconductors, computing power is about doubled every two years.
Three years later, Moore founded what we know of Intel, and since then the world has been different.
With the rise of computers, fiber optic cables and software ushered in the third industrial revolution or the "digital" revolution.
As Moore's law predicts, there is no sign of a slowdown in technology.
Today's technology is decentralized, pervasive, and quickly becomes more intuitive.
At the turning point of this digital disruption, companies face the future of commitment, opportunity and challenge.
This change is universal and affects all industries, redefining the concepts of technology, data, connectivity, customer expectations, and experience.
Most importantly, it is redefining how we see cooperation.
The impact of this rapidly evolving digital reality has also undermined the attraction, retention, and our working philosophy of talent. A ‘future-
The ready talent team: two powerful forces are driving the transformation of the labor force.
The first is the forcing of digital technologies and ecosystems, which are creating new paradigms.
Automation makes some position redundant (
And create new)
The redistribution of work and skills is more urgent.
This leads to an expansion of the skills gap and requires changes in all aspects of talent management.
The second is the change in the labor market.
Millennials have become the biggest contributor to the global workforce.
It is estimated that millennials will account for 76% of this force by 2025.
Individualism and non-drive
In line, these "digital native" have future trump cards in terms of skills and technology --
Ready business is being sought.
In addition, the rapid rise of freelance and gig economies will change the way organizations look for and deploy talent.
Clearly, companies designed to attract and retain the best talent need to embrace new workforce strategies and, more simply, new ways of working.
Mobile Workforce-agility for adaptive success: organizations that truly embrace and leverage digital needs are injecting a certain degree of liquidity into their talent models --
It uses technology as a powerful enabler of innovation and the inherent capabilities of millennials.
The working mode is changing --
The new pattern will combine essence with periphery while specifying roles for context experts.
The Liquid model will work as an agile project --
Group oriented with internal collaboration and skills culturesharing.
It will innovate quickly. This digitally-
Not only did Power group rewrite what their organization did, it even rewritten how they did it.
For example, GE's FastWorks approach brings lean startup practices that enable employees to make quick and unconstrained decisions on deployment and learning. The result?
This approach enables companies to develop new regulations
Compared with competitors, the standard marine diesel engine has been ahead for nearly two years.
By enabling technical collaboration for telecommuting and virtual teamwork, the mobile workforce implements a framework that allows each participant to play a unique key role wherever and how they work. Boundary-
The borderless team has less work space: winning in future work depends on getting each employee to work in the right place at the right time.
Mobile employees do have no boundaries in how they work, and organizations need to provide the right workspace for this hybrid team.
An open workplace, mixed with a cooperative zone
Full design, meeting rooms and quiet areas are available.
Create a good working environment for employees and achieve leading edgedown work.
The desk was stuffy and square.
A working environment that provides flexibility, authorization and technical support will ensure the success of all stakeholders, whether comprehensive
Timer or staff.
In addition, intelligent usage analysis ensures accurate prediction and efficient management of the workspace.
For example, Cisco's connected workspace follows the university theme, in which open spaces are creatively used to divide work areas, informal meeting areas, and breakout areas.
The absence of compartment walls creates a more open, natural, bright environment
In today's interconnected fourth industrial revolution, "technology" and "contact" must be connected to innovation in the human value chain.
Mobile labor will become the new normal for enterprises to adapt and surpass the pace of change and gain competitive advantage in the digital age.
Today, the digital, mobile and borderless workforce may be unknown, but the mission is --
It is critical for smarter and faster growth.
As the needs and interests of workers change rapidly, the way we approach the concept of work must change accordingly.
For organizations that do this, an agile, fluid and borderless workforce will prove to be a key strategic advantage.
The author is MD & CEO of Randstad India.