People & Strategy Summer 2017 Vol. 40 Issue 3 - 8

Perspectives | POINT | COUNTERPOINT
How the Internet of People
Will Change the Future of Work
By Anna Tavis

W

hen conversations turn to
the future of work, the focus
is often on technology first
and humans second. To shed more light
on the human side of the equation, we
invited senior HR professionals and
leading experts to present their views on
what the future may hold for people in
the Internet of things (IoT) economy.
Ravin Jesuthasan, lead author, opens
the discussion by building on the main
theme of the 2015 book he coauthored,
Lead the Work: Navigating a World Beyond
Employment. Jesuthasan's key idea is that
under the conditions of the Fourth Industrial Revolution, the "traditional trappings of employment fall away," while
"new intermediaries step in to connect
and support pools of talent that engage
with companies in a myriad of ways."
The parallels with IoT are transparent. If IoT connects all types of digital
devices and enabling applications that
were previously unheard of, the "Internet of people (IoP) will connect various
pools of talent, enabling continuous
upskilling, boundaryless careers, access
to work opportunities, income continuation solutions, and access to various
other benefits." Work and organizations,
Jesuthasan proposes, will "continue their
inexorable shift away from longer-term
obligations to employees" and people
will find community in the networks they
create among themselves in coworking
spaces and on diverse and specialized
collaboration platforms, of which the organization will be just one such option.
Not so fast, caution all four of our respondents. Here are the reasons why the
promise of IoP that Jesuthasan presents
will not work.
The scenario of an "inexorable ride
away from the organization" does not
really hold for Diane Gherson, CHRO
at IBM. Speaking from her experience
of running the HR function at one of
8

PEOPLE + STRATEGY

When professional conversations turn to the future
of work, the focus is often on technology first and
humans second.
the world's longest-standing and most
successful tech giants, Gherson describes
the new IBM work model in terms of agile teams. For IBM, agile working cannot
be supported by the loosely connected
network of part-time workers. The new
work order demands "co-location of
agile, empowered teams, loosely coupled
and tightly aligned to deliver outcomes
valued by their end user." To scale agile
working, IBM went back to co-locating
team members with clients breaking
down functional silos and encouraging
experimentation and learning and encouraging facilitating casual interactions
at work.
Peter Mulford, global head of innovation for the strategy consulting firm BTS,
cites multiple data showing problems
with the narrative of decoupling talent

from the organizations. No question,
cost savings in the short term are attractive to most employers. What is not clear
are the longer-term consequences of
employees disengaged from the organizations they work for. Michael Porter's
strategy research showed decades earlier
that businesses' strategic success depended on a diversity of talent "that work
together as a team" not on "crowdsourcing tasks to the lowest qualified bidder."
Mulford also cites Gideon Lewis-Kraus,
who noted that "the most important
thing happening in Silicon Valley
right now is not disruption. Rather, it's
institution-building."
Uri Ort, Reece Akhtar, Dave Winsborough, and the team of organizational
psychologists at Hogan X question the
psychological validity of the proclaimed



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
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