Digital platforms and workplace innovations are changing the nature of work. We’ll need to adapt if we’re to meet the challenges cities face. The remote workforce is an untapped resource — one we can mobilize through the smarter use of social tech.
Corporate social responsibility (CSR) has grown increasingly strategic, and a broader concept of sustainability has gained ground.
Public pressure to address negative corporate externalities, and pressing social, economic, and environmental issues drove the evolution of these practices. Over time, they have blurred the lines between the public, private, and civil sectors, and redefined traditional roles and structures in the process.
International nongovernmental organizations (NGOs) try to fill the gaps amid calls for greater efficiency and more demonstrable impact, but with fewer resources, more constraints, and increased competition for donor dollars. The public sector and civil society are increasingly looking to the private sector to play a larger role. The question is no longer if companies have a responsibility to society, but how best to execute it.
Many companies are stepping up to the call, navigating the competing demands of shareholders to deliver maximum profits in the short-term, and the demands of employees, consumers, and other stakeholders to respond to long-term social issues. Yet others still struggle to deliver cohesive and authentic programs.
A more integrated approach has the potential to transform such initiatives into programs that benefit business and society.
Humans are full of conscious and unconscious biases. For example, a 2012 study in Quebec showed that in considering equally qualified and skilled candidates, those with last names like Ben Saïd were 35 per cent less likely to be called back for an interview than those with last names like Bélanger.
Our machines are learning from this data. They are being taught through AI systems that in fact “Bélangers” are more qualified than “Ben Saïds.” So, as we use AI to predict recidivism in the criminal justice system, to determine loan eligibility or for job application screening, we are further embedding systemic discrimination in our institutions. This is unfair and unethical. It is also a great economic loss. One solution is to teach machines in a similar way to the human brain.
A lot of failed cross-sector projects happen because of a lack of government oversight, a lack of public understanding, a lack of public pressure in what is going into a complex project. That’s where journalism comes in.
Interest in addressing problems through collaboration among business, government and nonprofit sectors is on the rise. Meanwhile, journalists want to understand the mechanics, benefits and limitations of these relationships — partnerships that involve the “linking or sharing of information, resources, activities and capabilities by organizations in two or more sectors to jointly achieve an outcome.”
Journalists have a key role in covering these partnerships, not only to fulfill the Fourth Estate’s mission of holding public officials and agencies accountable for their work in these collaborations, but also to educate the public about cross-sector collaboration as a model for addressing public problems — both its benefits and limitations.
When I first started out, I felt like I always had to be “go, go, go.” One month here, a week or two there, and although I enjoyed the adventurous aspect, that sort of pace is not sustainable, at least not for me. The more I traveled and the more nomads I met in co-working and co-living spaces, I found a lot of them traveled at a slower pace.
The most successful nomads — either financially or those who have been maintaining a nomadic life for years — all have a home base (or two) somewhere where they spend 3 to 6 months on average. The rest of the time, they travel and work from other locations. So, I think that there’s this sort of misconception that to be nomadic you have to constantly be on the move and that is just not the case.
At the Linked Data-driven company of the near future:
1. You will find it curiously difficult to distinguish between “traditional” data workers (analysts, data scientists, etc.) and those in other functional areas who, at other companies, are less reliant on data. The agent of change here is the unambiguous way that Linked Data represents the world.
2. You will marvel at the volume and variety of data accruing from disparate sources, flowing from team to team, integrating with other data, producing unexpected insights, available to anyone at any time.
The data, for example, would be browseable and searchable by humans, crawlable and queryable by machines. Additionally, just like the Web, Linked Data enjoys a remarkable network effect in that each data set added to the network increases the incremental value of every data set in the network.
3. You will be inspired by the rapid creation and adjustment of models and automated processes in response to real-time data. Much of this agility is fueled by machine learning models being deployed at a far faster pace than can be achieved without the aid of Linked Data.
This is because the output of machine learning is tightly correlated with the quality of input data. People who work in this area spend much of their time cleaning and preparing input data, whereas semantically linked data has been “pre-understood” and embedded with knowledge.
[Now,] the energy devoted to the costliest, slowest phase of data work — preparation — can finally be reallocated to more productive activities like analysis.
Does that phrase startle you? It floored me the first time I heard it from Mara Zepeda, a thriving Portland, OR entrepreneur. From my big company days, I’d regarded networking as a pretty relentless, sterile exercise. Go to a conference, collect business cards. Call 20 “contacts” and be satisfied if anyone engages at all.
The comforts of a big company logo and a shared contact management system could keep me going forever. Flying solo, however, that hard-nosed old system falls apart.
I found myself swapping favors with other strivers, hoping that time and trust would take us to a good place. We started with trifles like restaurant recommendations or a few minutes of editing advice on a blog post; eventually, we teamed up on everything from high-profile speaking engagements to a hike across the Grand Canyon. We owned up to our vulnerabilities and created opportunities for each other.
The result: friendships across America (and England!) that straddled work and our off-duty identities in ways I hadn’t expected.
Drilling for data is a massive undertaking that requires more resources than most nonprofits have. Outside experts can help, but work cultures need to change. How can digital nomads become full-time partners in this new data endeavor?
The number of fed, state and local civilian employees eligible for retirement has risen sharply. Meanwhile, new talent isn’t flocking to fill open government positions.
Massachusetts Comptroller Tom Shack suggests technology as a solution. “No one is going to hire their way out of the Silver Tsunami. We’re going to have to tech our way out of it.” Shack launched CTHRU, a cloud-based, open records platform that eliminates hundreds if not thousands of hours of work by his staff to access and share data. Rather than keep the state’s financial information locked in PDFs, individual computers, or in the customized, cumbersome, legacy finance systems, CTHRU shows payroll, budget, and spending data to anyone on a mobile device.
Shack understands the urgency of unearthing as much data as possible before employees with valuable institutional knowledge of programs retire from state service. Governments produce vast amounts of data. Of all the ways technology can reduce staff workloads, making data standardized and accessible in the cloud is one of the most impactful. Unlocking “tribal knowledge” trapped in employees’ minds and their computers opens up nearly endless avenues for process improvement.
With automated data flows, agencies can give the new workforce the empowerment of analyzing and learning from the data, not just the job of collecting and storing it.
Microsoft executives renewed calls for a Digital Geneva Convention and for tech companies to act as “medics in cyberspace,” much like the Red Cross on a battlefield. The enterprise can help fill the gaps in international law relating to cyberattacks, according to Microsoft’s Brad Smith and Carol Ann Browne.
To manage our cities, we need a work culture that encourages mobility, balances profits with purpose, and values autonomy. Cities need a workforce that can meet challenges where they are. My latest for HuffPost looks at how a distributed workforce can provide the fuel urban initiatives need to take off running.