People & Strategy Summer 2017 Vol. 40 Issue 3 - 67

approach to doing so can be deceptively simple. For leaders
who are ready to recognize they are in the midst of a digital
revolution-and brave enough to listen, learn, sense and
respond-this is a valuable framework and playbook. Sense
and Respond is a must-read for leaders who are ready to build
such a culture, as well as the employees who will be implementing it, because they will be the ones who will be directly
sensing and responding to customers.

Author: Thomas L. Friedman
Publisher: Farrar, Straus and Giroux | 2016
| 496 pages
Reviewer: Hala Khayr Yaacoub, Ph.D.

Thank You for Being Late: An
Optimist's Guide to Thriving in
the Age of Accelerations
Thank You for Being Late: An Optimist's Guide to Thriving in the
Age of Accelerations is a reflective, mature, and explanatory
guide of the accelerating world of our modern times, and an
informative read to any policymaker. This book details the
simultaneous accelerations taking place in the technological
arena, the globalized market, and with Mother Nature, and
how these are all creating positive and negative changes to
every aspect of life. These changes are too fast, rendering our
capacity to weave any kind of safety net or buffer to deal with
their outcomes overdue and often incompatible.
Friedman navigates between public and personal experiences, global and the local contexts, and secondary data and
primary interviews to portray a holistic view of the accelerated,
interconnected, and multi-factored world. Although it might
seem a multi-level read at times due to the varied factors and
issues discussed and the multi-sources employed, it remains
a valuable aid in understanding the modern and no longer
analogue world of ours.
The first section of the book discusses the various technological accelerators taking place due to Moore's law, which
has accurately predicted an exponential growth in computing
speed, capacity, and methods with costs driven down. This
geometric growth has triggered hardware and software innovations that in turn propelled economic growth even amidst
downturns. Friedman singles out 2007 as a vintage year, due
to the emergence of the iPhone and Facebook, an explosion

in computing storage capacity, the launch of Twitter, the
release the Kindle, the tipping point of Internet usage, and the
introduction of non-silicon parts to transistors, among many
other technological advancements. All of these were coupled
with fast changes in the global market manifested in intensified competitions, collaborations, exchanges, connections,
and unfortunate accelerated changes in Mother Nature due
to climate change, deforestation, marine acidification, and
biodiversity loss.
The second section of the book proposes a host of suggestions to deal with this new world. Friedman resorts to self, God,
home, and Mother Earth to try to conquer uncertainty with basics and proven old tricks. He is surprised that prescriptions for
this new world are often uploaded from the self and learned
from the resilience of Mother earth rather than downloaded
from the Internet. On the personal level, only self-motivation
and continuous learning can guard individuals from rendering
themselves obsolete. Stempathy jobs-those requiring solid
understandings of science, technology, and empathy-will be
in high demand.
On a philosophical level, broader frameworks to factor in
all the conflicting and uprising issues are needed, as we cannot
count on algorithms to solve ethical dilemmas. On a relationship level, more solid social contracts based on trust shall
be set in place and the exercise of the Golden Rule shall be

In the face of all these accelerations,
we have to embrace optimism and
keep on trying, despite the fact that
"the prescription is easier to write
than to fill."
adopted on a wide scale. On the educational level, reinvented
universities and programs should allow for the fast spreading
of learning to meet accelerated innovations. Caring coaches
and mentors are of remarkable and proven value to young
people's lives.
Organizations themselves have to offer the platforms needed for continuous learning. Artificial intelligence has to be
turned into intelligent assistance to professionals, rather than
having the former replacing the latter. On a national level,
compromising leaders and more public-private partnerships
are highly encouraged. On a global level, things can never
happen without embracing diversity and inclusion, and the
compounding efforts and commitments of the masses.
In the face of the storm, we have to be its eye. In a raging
river, we cannot afford to stop paddling. To maintain stability,
we cannot be static. In the face of all these accelerations, we
have to embrace optimism and keep on trying, despite the
fact that "the prescription is easier to write than to fill." We
shall all rise, or together fall, so good luck to all.

VOLUME 40 | ISSUE 3 | SUMMER 2017

67



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
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