The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":8},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n Digital transformation, while rapidly sweeping other industries, has encountered significant resistance from the oil and gas industry. Some of the main reasons for this resistance include entrenched mindsets, massive legacy investments in non-digitized equipment and processes, a non-digitally native workforce and regulatory issues surrounding safety, environmental protection and access to new drilling locations. However, this resistance does not mean digital transformation will not ultimately sweep the industry, as the following illustrations predict.<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The oil and gas industry is one of the most capital-intensive industries in the world. Together with the automotive and aeronautical industries, the oil and gas industry operates at such a massive scale that adjusting to emerging trends has proven difficult. In fact, although the Organization of Petroleum Exporting Countries (OPEC) notes that technological advancements have more than doubled Ultimately Recoverable Resources (URR) since 1980<\/a>, many activities in the industry still operate as those from 30 years ago.<\/p>\n\n\n\n Digital transformation, while rapidly sweeping other industries, has encountered significant resistance from the oil and gas industry. Some of the main reasons for this resistance include entrenched mindsets, massive legacy investments in non-digitized equipment and processes, a non-digitally native workforce and regulatory issues surrounding safety, environmental protection and access to new drilling locations. However, this resistance does not mean digital transformation will not ultimately sweep the industry, as the following illustrations predict.<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n The captive industry may face disruptive changes today, but Volkswagen Bank demonstrates that these changes also provide tremendous business opportunities. As leaders in this field, Volkswagen Bank will continue to strive for innovation in this digital era to ensure the continuous success of Volkswagen. In the end, the future belongs to those who are open to change and willing to take bold decisions to continuously develop a relationship with their customers.<\/p>\n","post_title":"Volkswagen Bank: Financing the Cars of the Future","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-bank-financing-the-cars-of-the-future","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-bank-financing-the-cars-of-the-future\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":670,"post_author":"1","post_date":"2018-08-10 18:40:00","post_date_gmt":"2018-08-11 01:40:00","post_content":"\n The oil and gas industry is one of the most capital-intensive industries in the world. Together with the automotive and aeronautical industries, the oil and gas industry operates at such a massive scale that adjusting to emerging trends has proven difficult. In fact, although the Organization of Petroleum Exporting Countries (OPEC) notes that technological advancements have more than doubled Ultimately Recoverable Resources (URR) since 1980<\/a>, many activities in the industry still operate as those from 30 years ago.<\/p>\n\n\n\n Digital transformation, while rapidly sweeping other industries, has encountered significant resistance from the oil and gas industry. Some of the main reasons for this resistance include entrenched mindsets, massive legacy investments in non-digitized equipment and processes, a non-digitally native workforce and regulatory issues surrounding safety, environmental protection and access to new drilling locations. However, this resistance does not mean digital transformation will not ultimately sweep the industry, as the following illustrations predict.<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n \u201cWe met extraordinary people in terms of the perception, vision, and vision execution. What is really nice they were all passionate in what they do, believers who are not concentrating on failures, but concentrating on what they can learn in order to improve for the future,\u201d said Miko?aj Wo?niak, Chairman of the Board at Volkswagen Bank.<\/p>\n\n\n\n The captive industry may face disruptive changes today, but Volkswagen Bank demonstrates that these changes also provide tremendous business opportunities. As leaders in this field, Volkswagen Bank will continue to strive for innovation in this digital era to ensure the continuous success of Volkswagen. In the end, the future belongs to those who are open to change and willing to take bold decisions to continuously develop a relationship with their customers.<\/p>\n","post_title":"Volkswagen Bank: Financing the Cars of the Future","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-bank-financing-the-cars-of-the-future","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-bank-financing-the-cars-of-the-future\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":670,"post_author":"1","post_date":"2018-08-10 18:40:00","post_date_gmt":"2018-08-11 01:40:00","post_content":"\n The oil and gas industry is one of the most capital-intensive industries in the world. Together with the automotive and aeronautical industries, the oil and gas industry operates at such a massive scale that adjusting to emerging trends has proven difficult. In fact, although the Organization of Petroleum Exporting Countries (OPEC) notes that technological advancements have more than doubled Ultimately Recoverable Resources (URR) since 1980<\/a>, many activities in the industry still operate as those from 30 years ago.<\/p>\n\n\n\n Digital transformation, while rapidly sweeping other industries, has encountered significant resistance from the oil and gas industry. Some of the main reasons for this resistance include entrenched mindsets, massive legacy investments in non-digitized equipment and processes, a non-digitally native workforce and regulatory issues surrounding safety, environmental protection and access to new drilling locations. However, this resistance does not mean digital transformation will not ultimately sweep the industry, as the following illustrations predict.<\/p>\n\n\n\n Despite massive advances in AI and machine learning (ML), the oil and gas industry still lags in the adoption of predictive modeling based on big data collection and analysis. Take for instance the fact that one oil rig generates terabytes of data per day, but only a fraction of this data is analyzed and utilized in predictive modeling and decision making. Or despite oil companies spending between a quarter and half a billion dollars to drill one offshore well, only between 20 and 25% of all drilled wells are successful.<\/p>\n\n\n\n Repsol, in collaboration with IBM, is seeking to disrupt this status quo by using predictive modeling cognitive technologies powered by AI. By enhancing current field productivity and significantly reducing exploration risks, the cognitive system will help bridge the gap between investments made in acquiring and utilizing new oil fields and the success rate captured from these activities.<\/p>\n\n\n\n Compared to other industries, the oil and gas industry stands to benefit the most from advances in IoT, especially in the field of Industrial IoT (IIoT). Due to the extensive use of machinery in drilling operations, utilization of sensors to monitor equipment performance, maintenance requirements and possible points of failure can have a massive impact on industry-wide operations.<\/p>\n\n\n\n For instance, BP, in partnership with Silicon Microgravity, has developed IIoT sensors able to measure up to a billionth part of the strength of Earth\u2019s gravity, an advancement that makes it possible to monitor water and oil levels deep within boreholes, helping provide early alerts to water contamination of oil wells.<\/p>\n\n\n\n Another example of how IIoT is transforming the oil and gas industry is how Apache Corporation is using smart sensors and predictive analytics to monitor and anticipate the failure of electronic submersible pumps (ESPs), which costs the company on average 10,000 barrels a day. By mining data and analyzing it for patterns, it is possible for the oil and gas industry to reduce wastage, enhance utilization of existing assets and enhance safety and environmental stewardship.<\/p>\n\n\n\n An almost-immutable distributed ledger of records, blockchain has multiple possible applications in the oil and gas industry that could help reduce revenue leakage while enhancing supply chain operations. As the industry is heavily dependent on the collaboration of multiple vendors, use of smart contracts can help keep a clear record of transactions and reduce time and resources wasted in performing repetitive verification tasks.<\/p>\n\n\n\n Digital transformation also comes with the threat of malware and cyber attacks, an issue that blockchain can address effectively. By maintaining a distributed network of records of transactions carried out by smart systems, oil and gas organizations can significantly reduce such occurrences as each function executed would be verified by other blocks within the blockchain before execution.<\/p>\n\n\n\n While drones (Unmanned Aerial Vehicles) are currently utilized to monitor, examine and report on remote oil fields, pipelines, and other assets, this is but the tip of the iceberg in possible applications. Consider the combination of drones with robotics where a drone is capable of not only fly-bys but also to land, execute mechanical tasks and then take off. Such an application would be especially useful in situations where the drone flags a critical issue, and immediate action must be taken to avert disaster.<\/p>\n\n\n\n Further applications include data collection by drones on climatic, geological and seismic activity to identify patterns hard to spot from the ground. By analyzing and subjecting this data to predictive analytics, it is possible for an oil company to anticipate issues like pipeline leaks and seismic-triggered equipment damage. Overall, drones can improve efficiency, speed, and expenditure on risk assessment.<\/p>\n\n\n\n The mining industry is perhaps the best known for utilizing AVs to carry out mining activities. With the use of AVs, the mining industry has seen a rise in productivity and a reduction in risk to human personnel. In the oil and gas industry, it is possible to see such gains through the adoption of AVs. One specific area of interest is the use of AVs to manage critical oil discovery operations for offshore rigs.<\/p>\n\n\n\n As oil exploration depths often exceed 2 kilometers below the surface, using Underwater Remotely Operated Vehicles (ROVs) can help improve efficiency and reduce risk associated with these often-dangerous activities. For operations in remote areas such as the Alberta tar sands, utilizing AV trucks may provide a sustainable solution to the massive amount of trucking required in such a hostile environment. Such developments create an opportunity for oil executives considering going after hard-to-access oil deposits that may currently not provide a favorable cost-to-benefit ratio.<\/p>\n\n\n\n One of the greatest concerns in the oil and gas industry is safety. Elaborate signage and checklists help ensure safety but only to a certain point. In most cases, the single point of failure is often because of a missed step in a procedure, or a critical failure of equipment. AR advances may help reduce such instances.<\/p>\n\n\n\n In one example of the use of AR to enhance safety<\/a>, Schlumberger, in collaboration with Parsable, an AR startup, is developing smart wearables based on the concept pioneered by Google Glass. The wearables provide workers with always-on access to safety procedures, checklists, live gauge readings and other important data. The data that the worker is creating and observing is also transmitted in real-time to a command center that monitors for any anomalies. With such an implementation of AR, Schlumberger hopes to see a reduction in danger instances.<\/p>\n\n\n\n In a rapidly evolving world, these examples paint a picture of an industry that can massively benefit from digital transformation. Capitalizing on these changes is, however, only possible through innovation sponsorship beginning with top management. By fostering a culture of innovation and a push for digitization, senior executives can better position their companies to benefit from the emerging digital transformation shift in the oil and gas industry.<\/p>\n\n\n\n This shift, according to a Digital Transformation Initiative white paper<\/a> by the World Economic Forum, will unlock up to $1.6 trillion in value for the industry. Moreover, this number almost doubles when full utilization of the technologies outlined in this article is factored in, something the Gartner Hype Cycle<\/a> predicts will happen in the next 5-10 years.<\/p>\n","post_title":"Digital Transformation Advances Reshaping the Oil and Gas Industry","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-transformation-advances-reshaping-the-oil-and-gas-industry","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-transformation-advances-reshaping-the-oil-and-gas-industry\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":692,"post_author":"1","post_date":"2018-07-16 16:14:00","post_date_gmt":"2018-07-16 23:14:00","post_content":"\n In a small startup in Silicon Valley, employee number twenty-three calls a meeting to attention and appraises each person attending the meeting on their progress. The meeting convener jots down these notes and compiles the results in a report. The entire meeting, which involved all twenty-two employees and includes note taking and report compilation takes just five minutes. In another similarly-sized company elsewhere, a similar meeting takes two to three hours. The difference? Employee number twenty-three is a Slack bot.<\/p>\n\n\n\n At a large law firm in upstate New York, a new case has just started, and document discovery has just surfaced one hundred gigabytes worth of documents running into the tens of thousands of individual document files. Using Artificial Intelligence (AI), the law firm narrows this monolithic corpus of documents down to a few hundred, which are then passed on to a small team of legal staff for further analysis. AI cuts this process down from months to just a few days.<\/p>\n\n\n\n Workplace automation has been conflated with the apocalyptic rise of the machines. In this misguided perspective, automation replaces entire job groups, rendering millions jobless. While this scenario provides attention-grabbing fodder for headlines, we take a step back from all the hype to take a practical view of what the future of workplace automation looks like.<\/p>\n\n\n\n In a study on workplace automation<\/a>, McKinsey & Company discovered that while automation was, in fact, gaining prominence in the workplace, the actual role it plays is surprising. Consider that at the rise of the industrial age, farming automation for the most part did away with the need for actual workers out in the field. This dated outlook is what is still informing the current narrative on what can be expected of workplace automation.<\/p>\n\n\n\n Contrarily, McKinsey discovered that instead of replacing entire job groups, automation, in its current form, is only replacing certain activities within job groups. Take the role of a mortgage assessment officer at a bank. Although automation can eliminate the process of mortgage approval from the role, there is still emotion-linked work that cannot be readily automated such as advisory services.<\/p>\n\n\n\n The findings went further to demonstrate that workplace automation will also impact the roles of C-Suite executives besides its impact on lower cadres. For instance, a CEO may have key activities like report analysis and performance evaluations automated, but the role would still be responsible for actioning these insights. Also, a CFO would have most of their routine tasks such as controllership duties that focus on reporting historical financial data automated. However, the executive would still need to spend time on tasks that require high-touch sensibilities such as economic strategy and forecasting as well as exploring investment opportunities.<\/p>\n\n\n\n In general, organizations evaluating whether workplace automation represents a threat, or an opportunity should view it as two sides of the same coin. They must also avoid the notion that workplace automation is achieved through labor redundancies. Instead, the opportunities lie in combining the efficiencies gained from automation with the unique talents of existing human resources.<\/p>\n\n\n\n These insights create a perspective that should provide context to key decision makers within organizations as to how they can reorganize and realign resources to take advantage of this growing trend. To provide greater context, we delve deeper into the specific ways workplace automation will change the face of tomorrow\u2019s organizations.<\/p>\n\n\n\n Organizations today consider workplace automation as a cost-cutting measure. Most look at savings from reduced labor costs as the primary driver of profits from workplace automation. Using the examples provided at the beginning, it can be inferred that the Slack bot can, in fact, replace the need for an actual staff member while the use of AI to process documents at the law firm can significantly reduce the number of legal staff needed at the law firm. However, looking at workplace automation through this lens is missing the forest for the trees.<\/p>\n\n\n\n Using the findings from the McKinsey report, we can infer a few things about what the automated workplace of tomorrow will look like.<\/p>\n\n\n\n Automation may replace activities and jobs, but not work. This statement offers a long view of work starting from the industrial age and racing into the future. Consider the fact that while automation effectively replaced most humans in the factory and on the farm, the same automation created tremendous opportunities in the service industries that support these very industries.<\/p>\n\n\n\n In the workplace of tomorrow, we see a situation where automation replaces rote, repetitive tasks, empowering workers to spend more time and effort doing meaningful work. For instance, with the Slack meeting bot, employees only need to spend a maximum of five minutes per status update meeting, allowing them additional time to focus on meaningful tasks. This automation of activities will provide the workers of the future with additional time and resources to achieve more throughput for every unit of work done.<\/p>\n\n\n\n Within organizations that embrace workplace automation, we see the benefit extending beyond labor savings. While there may be some roles that may be rendered redundant, the threat of entire job groups being done away with is still currently remote. Instead, companies will need to innovatively reorganize their labor, redefine roles and streamline processes to capture the emerging value of workplace automation. Such activities will unlock new levels of productivity, throughput and ultimately profits as organizations become more efficient in how they appropriate resources in the provision of goods and services.<\/p>\n\n\n\n The third insight we extract from this trend is the wholesale impact workplace automation will have on organizational structures. Starting at the top and running to the bottom, we anticipate a domino effect that as activities are automated, roles and processes within those roles will also change.<\/p>\n\n\n\n Organizations looking to workplace automation for greater opportunities must be willing to use this trend to reshape the entire organization. Focusing only on the bottom of the organizational pyramid will result in a distorted organizational hierarchy that has high efficiency and productivity at the bottom but still lags because of the outdated structures that are retained at the top.<\/p>\n\n\n\n Workplace automation is reshaping the workplace. Many future-facing organizations today have drastically reimagined their workplaces to capitalize on this trend. Consider how BMW has retrofitted their factories to blend a robotic workforce with a human one. Within this setting, efficiencies accrued through automation enhance human worker efficiency, which in turn boosts efficiencies in automation protocols. This positive feedback loop revolves in an ever-expanding circle of increasing productivity, efficiency, and throughput. But how can leaders and key decision makers replicate these gains in their organizations? We see three key areas of importance.<\/p>\n\n\n\n One of the key aspects of workplace automation is that it is a trend like any other and so can be studied, analyzed, customized, repurposed and replicated within any context. For organization leaders, this means staying abreast of what workplace automation trends are developing in your industry and adjacent industries using resources like McKinsey Research<\/a> and Springwise<\/a>.<\/p>\n\n\n\n For example, the use of AI to expedite mortgage approvals can be repurposed within a human resource management context where AI is used to analyze, appraise and grade thousands of employees, allowing HR managers to spend more time cultivating talent rather than sifting through mountains of data. Keeping a close eye on trends can help senior managers recognize and appropriate certain trends within their industries and organizations to their advantage. <\/p>\n\n\n\n Organizations like Atlassian have an entire internal team dedicated to workplace automation. A typical job description for a member of this team includes an ability to analyze current activities and processes and seek out automation opportunities. Such teams have access to the entire workplace workflow and constantly experiment within sandbox environments to find ways of enhancing current workforce productivity through automation.<\/p>\n\n\n\n Organizations seeking to benefit from workplace automation must follow suit and create the necessary structures to discover and experiment with disruptive workplace automation opportunities before they emerge in the market and represent a threat to their business model.<\/p>\n\n\n\n While the workplace automation narrative principally revolves around labor replacement, managers and CEOs must uncouple their workplace automation strategies from this. Instead, they should approach workplace automation as a productivity strategy that introduces greater efficiencies in current processes and acts as a multiplier for existing human resources.<\/p>\n\n\n\n For example, while it is true that electric vehicles (EVs) being built by Tesla and others have the potential to render the entire gasoline car ecosystem redundant, the trend does hold promise of giving rise to an entirely new EV ecosystem. As it is, car battery manufacturing is a rapidly rising industry, followed closely by other EV ecosystem support industries.<\/p>\n\n\n\n As such, introducing innovative efficiencies in one sector results in the exponential escalation of opportunities in another sector. To this end, it is important for managers and senior executives to avoid looking at automation as merely a labor cost-cutting measure but rather be willing to seek out disruptive and unconventional opportunities that lie within the trend.<\/p>\n\n\n\n In a hypothetical dystopian future, machines take over all the jobs. This is worrisome for both senior managers and workers alike. In such a future, the very essence of the human condition, which is creativity and meaning, comes under threat. How will humans live impactful and meaningful lives? While workplace automation seems to be leading up to this bleak future, we see a different future. As automation assimilates rote, repetitive tasks, we see the emergence of more meaningful tasks that humans are best suited to accomplish.<\/p>\n\n\n\n For instance, the rise of automation in the industrial and manufacturing sectors created an inflection point that gave rise to the now-booming service industry. As the service industry also gets automated, we anticipate the creation of entirely new industries and classes of work that provide greater meaning to workers.<\/p>\n","post_title":"Workplace Automation: Exploring the Next Frontier of Work","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"workplace-automation-exploring-the-next-frontier-of-work","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/workplace-automation-exploring-the-next-frontier-of-work\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":703,"post_author":"1","post_date":"2018-07-03 20:08:00","post_date_gmt":"2018-07-04 03:08:00","post_content":"\n To stay alive in this highly competitive global economy, every company needs to become an innovation powerhouse. The time when innovation is done strictly inside the R&D department is over. To keep up with the fast cycles of technology, corporations must embrace a fluid startup framework.<\/p>\n\n\n\n How can large organizations build a startup within their enterprise or partner with external startups to accelerate corporate innovation?<\/p>\n\n\n\n Large organizations need to redesign their organization structure, immerse themselves with thought leaders and startups, and adopt an innovation culture. In this report, \u201cThe Innovation Powerhouse\u201d by Andy Zhulenev, Vice President at Silicon Valley Innovation Center, you will receive a transformation blueprint that you can use as a roadmap to bring innovation to your corporation.<\/p>\n\n\n\n Download the report to learn about:<\/p>\n\n\n\n<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
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The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
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Social rides, electric cars<\/h2>\n\n\n\n
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Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Social rides, electric cars<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
Innovation or stagnation?<\/h2>\n\n\n\n
<\/figure><\/div>\n\n\n\n
The road ahead<\/h2>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
1. Artificial Intelligence (AI)<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
1. Artificial Intelligence (AI)<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
1. Artificial Intelligence (AI)<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
1. Artificial Intelligence (AI)<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n
1. Artificial Intelligence (AI)<\/h2>\n\n\n\n
2. Internet of Things (IoT)<\/h2>\n\n\n\n
3. Blockchain<\/h2>\n\n\n\n
4. Drones (UAV)<\/h2>\n\n\n\n
5. Autonomous Vehicles (AV)<\/h2>\n\n\n\n
6. Augmented Reality (AR)<\/h2>\n\n\n\n
Conclusion<\/h2>\n\n\n\n
What is Workplace Automation?<\/h2>\n\n\n\n
The Effects of Automation on the Workplace of Tomorrow<\/h2>\n\n\n\n
Fewer Activities and More Work<\/h3>\n\n\n\n
Job and Process Redefinition<\/h3>\n\n\n\n
Across-the-board Impact<\/h3>\n\n\n\n
A Workplace Automation Roadmap For Senior Managers<\/h2>\n\n\n\n
Study the Trends<\/h3>\n\n\n\n
Analyze Current Workplace Processes<\/h3>\n\n\n\n
Uncouple Labor Replacement from Automation<\/h3>\n\n\n\n
The Future Meaning of Work<\/h2>\n\n\n\n