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行动号召:按需业务模式

按需人才带来了变革性的好处, 然而,许多公司和管理者很难采用这种强大的资源. 在这篇文章中, 保罗埃斯蒂斯, 一名高级技术主管, 分享这样的人才如何彻底改变了他的个人和职业生活, 以及他对那些渴望挖掘潜力的人的建议.

New technology waves ultimately force all companies to hop on for the ride or get left behind. 这种浪潮的力量在过去十年中不断增强, 废弃过时的商业模式, 同时将颠覆性的进入者提升到领导地位.

看一眼迎面而来的海浪, PT视讯见解最近采访了保罗埃斯蒂斯, 微软Office 365高级主管. Opening the discussion with a look back over recent trends that have propelled the most valuable companies in the world into their current position, 他传达的信息很明确:

“在80年代,公司必须有个人电脑战略, 90年代的互联网战略, 以及2000年代的移动战略. 2018年,企业需要有按需战略.”

为企业公司, 按需业务模式意味着建立必要的关系, 基础设施, 工作流程——批判性地——文化心态. 有了这些元素, they can access the increasingly rich pool of workers who intentionally work remotely, 为多个公司, 而且是在一个项目一个项目的基础上.

根据埃斯蒂斯, 公司应该接受他所说的“零工心态”,” what he describes as “the inclination for people and organizations to engage on-demand, 用专业的智慧来争取时间, 驱动创新, 重新思考什么是可能的.”

在这篇文章中, we explore practices that have been transformative for Estes in both his work and personal life, which he prescribes to companies aspiring to leverage the on-demand economy.

以客户为中心的创新着眼于正确的问题

Technological disruption, the common thinking goes, kills outdated business models. 最近的一些墓碑印证了这一说法:Netflix点播, flat fee model shuttered Blockbuster; the seamless Uber experience rendered cab-hailing a crude act by comparison; Apple Music offered single-song, 立即购买, 在非法下载之后重振唱片销售.

而破坏性技术似乎是致命武器, 埃斯蒂斯提出了一种更强大的力量:极端的以客户为中心.

公司必须以客户为中心进行创新. 例如, 优步识别出了客户的需求,并配备了无缝呼叫的设备, 通过智能手机实现高质量的交通.

Estes encourages fellow executives to “look at the pain points in the customer’s business, 询问他们哪些kpi反复受到影响.“所有公司都在至少一个关键的工作流程上挣扎, those who expose - and find ways to fix - the roots of these problems stand to secure lasting relationships.

以客户为中心, Estes also recommends reviewing how competition is innovating to relieve customer pain. 例如,谷歌这样的领导者所依赖的 众包的努力 继续完善他们的人工智能驱动的图像识别算法. 借助人类支持的人工智能,谷歌借鉴了历史经验. “早期的人工智能训练依赖于众包支持,”埃斯蒂斯, “and the use of distributed training helped computers 学习 to ‘see’ images and ‘hear’ speech.”

Executives must keep their fingers on the pulse of emerging technologies such as 企业应用程序的区块链, Devops用于快速产品开发. 对于普遍存在的挑战,如数据安全, 迁移到云, 以及满足日益增长的消费者期望, companies should carefully monitor how comparable large enterprises marshall emerging resources.

培养对需求的好奇心,以建立组织的动力

改变组织认知, 高管们必须培养对按需经济的好奇心. 虽然看似显而易见的, 文化驱动着从领导层到唯一贡献者的同步行动. 发展文化需要深思熟虑的、模式化的行为. As models, executives can directly influence the broader attitude towards the on-demand economy.

根据埃斯蒂斯, 思想领袖应该“将随需应变视为一种趋势”, 就像人工智能, 云技术, 或者其他任何大型科技趋势."这样做, they should encourage their organizations to start the conversation around how to harness 随需应变的人才, 特别是.

虽然自由职业者可以完成相对低价值的任务, 随需应变的人才 解决高度复杂的, value-driving business challenges and therefore stands to most significantly impact the enterprises that engage it.

Treat on-demand as a trend, 就像人工智能, 云技术, 或者其他任何大型科技趋势.

要培养好奇心,最好的办法就是面对面的交流. 邀请演讲者在非正式的“午餐和学习”会议中发言, 到校外去拜访未来的伴侣是人们普遍呼吁采取行动的呼声. Estes also encourages executives to attend conferences and meetups held by talent platforms and staffing companies, both of which rapidly accelerated his 学习ing and thought leadership position within Microsoft.

从小处着手,集中精力

Summoning Simon Sinek in his final piece of advice, Estes reminds executives to “Dream big. 从小事做起. 但最重要的是,开始行动.对于行动倾向的领导者来说, 这个提醒似乎是显而易见的, 但他们肯定会欣赏这种“分析瘫痪”的趋势,,尤其是在评估一项新技术的最佳启动点时.

为了缩短这个周期, Estes implores fellow executives to start applying on-demand solutions to internal or customer problems. “不要被大数定律所麻痹,”埃斯蒂斯说, citing the tendency for managers to adopt the mindset of “If I’m not managing a multi-million dollar project, 那就不重要了.”

不要被大数定律所麻痹. 从小预算和重点项目开始.

相反,从小预算和重点项目开始. “不认为飞行员会达到规模,“建议埃斯蒂斯, as most of the successful pilots he sees focus on specific divisions where teams can implement, 学习, 然后扩大范围.

分享最近的例子和灵感, Estes noted a few cases that illustrate how large enterprises are tapping on-demand resources to remain competitive.

宜家和TaskRabbit——“如果两年前你问宜家是否会收购TaskRabbit, 每个人都会认为“这很有趣. 我没料到"现在, 根据重新编码, Ikea recognized the opportunity to “bolster its digital customer service capabilities… [with this] first step into the on-demand platform space.”

TurboTax -最近的TurboTax Live! 发射, the traditionally DIY software-based service now offers a hybrid approach that pairs technology with a network of CPAs. 这样的“协助税务准备,以满足不断增长的市场需求.

把你的煎饼也吃了

一个简单的仪式可以形成一个集结点,围绕着它建立新的习惯. “我早上还会和家人一起做煎饼,”埃斯蒂斯俏, 他简洁地总结了自己采用按需资源的动机, 从而为他的私人生活腾出时间.

埃斯蒂斯建议那些新人从他们的个人生活开始. 叙述最近的个人经历, 他面临着在微软加速职业生涯的竞争责任, an expanding family at home; Estes faced a decision: burn out or hit the refresh button. He chose the latter, in so doing, managed to have his pancakes and eat them, too.

本质上, Estes began to farm out components of his work and personal life that no longer required him to do them. 有人可能会想,“当然,这很简单. 多年来,人们一直在雇佣清洁工和割草机.虽然这些替换在主题上是可以比较的, 埃斯蒂斯推荐的方法要系统化得多, 结果就是, 能够释放出更大的带宽.

“最重要的是,每个人都需要学习如何构建一个系统. 我们消耗的信息并没有减少,也没有变得不那么忙。. Building a system means identifying resources and technologies to which we can map our time-sapping tasks, 要么是那些重复的,对我们注意力使用价值较低的, or those that require specialized skills which can be easily accessed by engaging 随需应变的人才.

最重要的是,每个人都需要学习如何构建一个系统. 我们消耗的信息并没有减少,也没有变得不那么忙碌

Estes relies on a variety of talent to work more efficiently in both his home and work life. 在专业设置中,一个人才联盟帮助他完成研究, 脚本编写, 视频工作, 时事通讯, 会议安排, 和原型设计. 工作之外,埃斯蒂斯 依赖类似的支持 to complete work ranging from simple tasks - such as scheduling appointments - to complex project management - such as managing multiple contractor quotes for a home renovation.

这种系统建设的核心是“实干家网络”.” Estes has assembled a network of 35 individuals who augment his ability to perform a variety of critical work, 通常是以一种更有效的方式, 考虑到他们的专业化.

Finally, when engaging 随需应变的人才, remember that leadership exists at every level. 尽管领导力的传统概念会让人联想到更高的头衔, 更大的办公室和更大的团队, 埃斯蒂斯指出,这一概念是如何随着按需经济的发展而演变的. “I’ve seen independent contractors manage teams of 10 freelancers and gain all the benefits of managing a system.”

这种积极影响似乎具有传染性, 正如埃斯蒂斯所补充的那样:“这些经理人开始不再把自己看作车轮上的一个齿轮, 而是一个能掌控自己命运的人. 这种态度会影响公司员工, 谁意识到领导机会每天都在出现.”