Assignment 5

Automation & Human Creativity

Think of any one industry that you think is getting obsolete really fast. Maybe, by the time

you graduate in 2019, the industry might have already changed its contours and evolved into

something different.

Whats ptstann ns toat tot wzsld ns poangnng faster than at any time in human history Philip Stephens

Every human used to have to hunt or gather to survive. But humans are smartly lazy so we made tools to make our
wzsk tasnts. Fszm stnpks, tz ulzws, tz tsaptzss wtvt gznt fszm tvtsyznt nttdnng tz makt fzzd tz, mzdtsn
agriculture with almost no one needing to make food and yet, we still have abundance.

Of pzrsst, nts nzt jrst fasmnng, nts tvtsytonng. Wtvt sutnt tot last stvtsal tozrsand ytass brnldnng tzzls tz stdrpt
physical labor of all kinds. These are mechanical muscles. Stronger, more reliable, and more tireless than human
muscles ever could be. And that's a good thing. Replacing human labor with mechanical muscles frees people to
specialize and that leaves everyone better off - even those still doing physical labor.

This is how economies grow and standards of living rise.

Some people have specialized to be programmers and engineers whose job is to build mechanical minds. Just as
mechanical muscles made human labor less in demand so are mechanical minds making human brain labor less in
demand.

In the 19th Century, it took Britain 150 years to double its GDP per capita. In the 20th Century, it took the US 50
years. In the 21st, it will take China and India just 15.

This is an economic revolution. You may think we've been here before, but we haven't.

This time is different.

The biggest example, in current times wherein an industry is endangered to be obsolete is

Transportation/Automobile

It was in the month of march 2009, when while steel major U.S. Steel announced the closure of the Stelco Lake
Erie Works in Nanticoke, Ontario due to the increasingly worsening effects of the global economic slowdown at
the other end Travis Kalanick & Garrett Camp founded UBER

Who would have thought this will be the beginning of automation in transportation industry. As of now, Uber
operates Worldwide in 570 cities. In 2015, Uber completed its 1 billionth ride, which was still below the 1.4 billion
rides completed by Didi Chuxing at that time. In October 2016, it was reported that 40 million riders used the
service in a single month and that riders spent an average of approximately $50 per month on the service.

As of present, Uber operates more than one million rides per day.

That success is the biggest reason for companies like Google, Who have invested billions in Self Driving Cars

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Self-driving cars aren't the future: they're here and they work. Self-driving cars have travelled hundreds of thousands
of miles up and down the California coast and through cities -- all without human intervention.

The question is not if they'll replace cars, but how quickly. They do not need to be perfect; they just need to be
better than us. Hrmans drivers, by the way, kill 40,000 people a year with cars just in the United States. Given
that self-driving cars do not blink, do not text while driving, do not get sleepy or stupid, it's easy to see them being
better than humans because they already are.

Now to describe self-driving cars as cars at all is like calling the first cars mechanical horses. Cars in all their forms
are so much more than horses that using the name limits your thinking about what they can even do. Ltts call self-
driving cars what they really are Autos: the solution to the transport-objects-from-point-A-to-point-B problem.
Traditional cars happen to be human sized to transport humans but tiny autos can work in warehouses and
gigantic autos can work in pit mines. Moving stuff around is who knows how many jobs but the transportation
industry in the United States employs about three million people. Extrapolating world-wndt toats szmttonng lnkt 70
million jobs at a minimum.

These jobs are over. The usual argument is that unions will prevent it. But history is filled with workers who fought
technology that would replace them and the workers always lose. Economics always wins and there are huge
incentives across wildly diverse industries to adopt autos. For many transportation companies, humans are about a
third their total costs. That's just the straight salary costs. Humans sleeping in their long haul trucks costs time and
money. Accidents cost money. Carelessness costs money. If you think insurance companies will be against it, guess
what? Their perfect driver is one who pays their small premiums and never gets into an accident.

The autos are coming and they're the first place where most people will really see the robots changing society. But
there are many other places in the economy where the same thing is happening, just less visibly.

Who would know by the year 2019, we may see infrastructural changes for self-driving cars considering number of
deaths in road accidents.

Imagine and describe about how the business would have changed and how you would have to

prepare yourself to contribute positively in such VUCA environment.

As in the video, David autor shared the facts about physical labor strength in decades.

Before I describe about the change, Let me share few startling points:-

Braun, Strauss Innovation, Praktiker, Rollei, Blaupunkt, Arcandor, Chrysler, conseco are amongst the few
famous companies which are either sold or taken over.
Only 11% of the fortune 500 companies from 1955 are still on the list today.
The average life span of an S&P 500 company has decreased from 67 years (1920) to 15 years (2017).

The greatest danger in times of turbulence is not the turbulence. It is to act with yesterdays lzgnp

-Peter F Drucker

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In current scenario, it is not hard to imagine that companies who adopted the change and were willing to change are the ones
who have survived.

About 20 years ago, Rolls-Royce went from manufacturing and selling engines to extending comprehensive maintenance
services to the airlines that use its engines. Tot pzmuanys Total Care Stsvnpts tmulzy a uzwts by tot ozrs mzdtl nn wonpo
customers pay based on engine flying hours. The responsibility for engine reliability and maintenance rests with Rolls-Royce,
wonpo analyyts tngnnt data tz managt prstzmtss tngnne maintenance and maximize aircraft availability. This model has been
very successful for Rolls-Royce and has created relationships in which airline customers increasingly rely on the company to
provide information that optimizes the costs and scheduling related to engine maintenance.

When a millennia old company can change itself from being a manufacturer to service, it is not a radical change from being
taxi medallions to automated cars.

Our fast-changing V.U.C.A world demands engaging leadership, we can no longer solve problems through rigid hierarchical
organizational systems. Harnessing the latent creativity ideas and innovation within our teams and networks is how the answers
and also the questions will be identified in future.

This puts the spotlight directly on culture and engagement; indeed in 2015 global HR directors identified culture, Behavior,
communication and engagement as one of the biggest challenges facing companies today. And leaders sit at the heart of
culture, behavior, communication and engagement.

Behaviors are contagious, facilitation; relationship and collaboration are essential skills. Emotional intelligence is no longer a
guide to have it is a must.

Luckily as much as technology has been driving advances around the globe it has also provided the tools to understand and
explore our brains in greater detail the good news is that we now understand much more about our brain, Research in human
potential and neuroscience is revealing practical ways for leaders to develop the mindset and capabilities to lead in our vu CA
world

Why is this important to business and particularly leaders?

because if you add it to what we already know from the Social Sciences and psychology if you consider it in relation to the
leadership research and data we have available, it provides a powerful insight into how we can genuinely improve our
cognitive strengths, how we can develop our emotional resilience and how we can best access our latent creativity not just for
our own personal benefit but for the benefit of our wider colleagues our teams and our businesses.

Also, going with the principle of David autor in the video there will be significant number of jobs available. But only for the
people who owns multiple skills. While there is a lot of automation still pending in every industry and all the owners have the
never get enough attitude still we should not decline the fact of rapid changing environment as in V.U.C.A.

To make david autors words in more concise there is a theory of prime V.U.C.A, Where volatility can be countered with vision
because vision is even more vital in turbulent times. Leaders with a clear vision of where they want their organizations to be in
three to five years can better weather volatile environmental changes such as economic downturns or new competition in their
masktts, fzs txamult, by maknng brsnntss dtpnsnzns tz pzrntts tot trsbrltnpt wonlt kttunng tot zsgannyatnzns vnsnzn nn mnnd.

Uncertainty can be countered with understanding, the ability of a leader to stop, look, and listen. To be effective in a V.U.C.A
environment, leaders must learn to look and listen beyond their functional areas of expertise to make sense of the volatility and
to lead with vision. This requires leaders to communicate with all levels of employees in their organization, and to develop and
demonstrate teamwork and collaboration skills.

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Complexity can be countered with clarity, the deliberative process to make sense of the chaos. In a V.U.C.A world, chaos
comes swift and hard. Leaders, who can quickly and clearly tune into all of the minutiae associated with the chaos, can make
better, more informed business decisions.

Finally, ambiguity can be countered with agility, the ability to communicate across the organization and to move quickly to
apply solutions. Vision, understanding, clarity, and agility are not mutually exclusive in the VUCA prime. Rather, they are
intertwined elements that help managers become stronger V.U.C.A leaders.

While theres a lot of innovative way of brand promotion the logic behind the idea matters the most. Lifebouy is a brand
under Unilever; The Company had a clear vision pertaining to V.U.C.A and this can be the factor for such an innovative way
of brand promotion this is what Keith Weed, chief marketing and communication officer for Unilever responded in one of the
interviews in 2010 (3 Years before the Video Ad.)

- We look at the world through a lens, which we call V.U.C.A, wonpo stands fzs Vzlatnlt, Unstablt,
Czmultx, and Ambngrzrs. Sz yzr pan say, Its a vtsy tzrgo wzsld, zs yzr pan say, Its a wzsld toats
poangnng fast, and wt pan otlu pznsrmtss navngatt toszrgo nt. Twz-and-a-half billion more people will
be added to the planet between now and 2050, of which 2 billion will be added in developing countries.
The digital revolution, the shift in consumer spending, all this suggests that companies have to reinvent the
way they do business.

To meet that VUCA challenge, Unilever has also changed its leadership development model.

To conclude, the volatilnty, rnptstannty, pzmultxnty, and ambngrnty nnotstnt nn tzdays brsnntss wzsld ns tot ntw nzsmal, and nt
is profoundly changing not only how organizations do business, but how business leaders lead. The skills and abilities leaders
once needed to help their organizations thrive are no longer sufficient. Today, more strategic, complex critical-thinking skills are
stqrnstd zf brsnntss ltadtss. HR and taltnt managtmtnt uszftssnznals pan otlu totns zsgannyatnzns srppttd nn tzdays V.U.C.A
environment by developing leaders who can counter volatility, uncertainty, complexity, and ambiguity with vision,
understanding, clarity, and agility.

But, we must remember an organization works under external environments.

&, If the rate of change outside exceeds the rate of change inside, the end is in sight Jack Welch

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Automation & Human Creativity

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