I have a new post up on the Deloitte Strategy blog.It’s the result of a chat I was having the other day with an economist colleague who opined that “platforms are an essential part of the sharing economy”. As I point out in the
The following are the notes I pulled together for the first panel in ADC‘s Future Summit on Monday September 28th. The major opportunity for Australia is to find and exploit new production systems and consumption models that are cheaper, simpler and more “digital”
Tyler Cowen has an article over at MIT Technology Review, Measured and Unequal, that discusses how improved measurement of workers might be a fundamental driver of inequality in the workplace of the future. Consider journalism. In the “good old days,” no one knew
We used to be defined by what we knew. But today, knowing too much can be a liability. Google, for example, is putting its trust in (potentially uncredentialled) “capable generalists” rather than “experts”.1)Laszlo Bock, Google’s Vice-President of People Operations, at
Digital technology is changing the world by enabling us to convert stocks – things we accumulate and hold – into flows – things we access on demand. This is the world where “it’s not what you know it’s what you
I have a new post up on the Deloitte Strategy blog, which I wrote with Richard Millar. Platforms are all the rage. In the modern digital economy many organisations are looking to create platforms, rather than simply building a traditional
What we, as practitioners, need to know is which practices can make a difference, and which are just fashions peddled by thought leaders who need to sell another book, who are trying to build an audience for the conference circuit, or are looking for consulting work.
Our relationship with knowledge is changing, and consequently our relationship with education is changing. The snappy version of this is “Why remember what you can google?”. The longer story has interesting implications for the education sector as is changes what it means to be educated.
Education and learning are very different things. It seems that we often confuse the two, to our detriment.
It’s as if our efforts to rip operational costs out of business have incrementally worked their way from left to right across the value chain – from sourcing through to marketing and distribution – only to bounce off the customer and start working their way back, from right to left, fragmenting the business landscape in the process.