- Artificial Intelligence (AI)
- Business Growth and Trends
- Change Management
- Corporate Culture
Audience & Industry
- Senior Management Groups
- The Technology Industry
- Women's Events
As a Future of Work Strategist, McGowan has worked with diverse teams to address these challenges. Recognizing that business innovation begins with education, specifically learning faster than your competition, she has worked with university presidents and C-Suite executives – including corporate human resources managers – to prepare both graduates and workers for jobs that do not yet exist. Her clients range from start-ups to publicly-traded, Fortune 500 companies, including Autodesk, AMP, Biogen, Citi, AARP, Morningstar, The World Bank, and BD Medical. Often quoted in the media, notably by NYT columnist Thomas L Friedman for her insights into the Future of Work, she also serves on the advisory board for Sparks & Honey, a New York-based culture-focused agency focused on the future for brands.
McGowan provides keynotes for organizations all over the world and engages in advisory and, with her colleagues, provides bespoke consulting to help organizations adapt to the fourth industrial revolution. Her think tank is called Work to Learn because McGowan believes that in the third industrial revolution we learned (once) in order to work and now, in the fourth industrial revolution, we will work in order to learn (continuously). The Future of Work is Learning. In 2017, LinkedIn picked McGowan as their number one global voice for education.
Future of Work: Heather McGowan Show Reel 2019
Heather E McGowan multi-generations in the workforce
Heather McGowan Cultural Change
The Fourth Industrial Revolution: A New Leadership Imperative
We are shifting away from the “efficiency” cultures that defined the Second and Third Industrial Revolutions – those driven by the use of electricity and mass production, and computerization and automation of physical labor, respectively – towards a learning culture that will dominate the Fourth Industrial Revolution. The Fourth will involve the merging of biological, cyber, and physical systems with underpinning artificial intelligence. In the Second and Third Industrial Revolutions, workers were reduced to depersonalized units of productivity with managers and leaders focused on driving optimal efficiency. This resulted in profound worker disengagement. As technology tools advance to offer greater efficiencies, within the shift from the Third to the Fourth Industrial Revolution, we now need managers and leaders who inspire and cultivate human potential. Almost every research study on diversity (racial, cultural, gender, age) shows that greater diversity yields greater innovation, engagement, and financial returns. In this talk we will examine the shifting needs of leadership in the Fourth Industrial Revolution, specifically through the lens of our systems of education, talent attraction, and promotion.
The Future Company: Culture and Capacity
The organization of work and focused goals have long been measured by the outputs – i.e. brands, products, services, and business models. These units of value created became our very own North Star. Accelerated change driven by exponential growth in technology as well as a hyper-connected and interdependent global economy has dramatically reduced the lifespan of a product, service, or business model. In this reality, we can no longer focus on the outputs, or the exhaust, and but should instead focus on the inputs: culture and capacity. Culture is the external expression of the brand and the internal operating systems of how the organization creates value. Capacity is the organization’s ability to respond to challenges. Waves of digital transformation and exponentially growing technological capability will demand continuous expansion of capacity. The companies that endure and thrive will be those that can clearly articulate and nurture their culture while continuously expanding their capacity.
The Robot Proof Myth: The Future of Work is Human
There is no killer app that will endure. A technical, single disciplinary skills list for creating a future-proof workforce does not exist. Using our factory pipeline to work where we merely substitute STEM, or any other skills, to create a robot-proof workforce is faulty logic. For example, Upwork is an online platform for freelance work with 12 million registered freelancers and five million registered clients. In early 2019, Upwork released its list of the 20 fastest growing skills – 75 percent of those skills were new to the index in the fourth quarter of 2018. From this, we can see that our old model of codifying and transferring existing skills and predetermined knowledge used to create a deployable workforce once worked in industrial revolutions but falls apart with this speed of change. Advancing technological capabilities will soon be able to achieve anything mentally routine or predictable – perhaps more than half of all current human work tasks. In this reality, the solution is both learning and adapting with a focus on uniquely human, nontechnical skills that enable more meaningful work through augmentation of computerized technologies. The future of work is human. Once we stop lunging at single disciplinary skill sets while and in fear of being replaced by technology, we can focus on developing our uniquely human skills and leverage rising technological capabilities to unleash the potential of humanity.
Leadership, Diversity, and the Identity Crisis
The only thing developing faster than technology is culture. The questions “Who are you?” “What do you do for a living?” and “Where are you from?” are becoming unmoored and less dependable tethers to our core identity. Demographics and social norms are rapidly shifting worldwide, and our once reliable occupational identities, once spanning multiple generations, must now endure a much longer career arc due to increased human longevity. In the developed world, we spend more than 50 percent of our time and attention online creating connections and community in areas different from our physical location. These shifts create friction and, for some, an identity crisis. Leadership through this crisis requires acknowledging and empathizing with individuals navigating these shifts to help them build the resilient and adaptive identities necessary to learn and thrive in the future of work. The future of work requires learning and adaptation, which is not possible if the identity is not resilient.
The Future of Identity is Purpose
We ask children and young people “What do you want to be when you grow up?” We ask university students “What is your major or area of study?” And we ask each other “What do you do for a living?” These questions refer to an application of knowledge and skills at a moment in time. That moment in time is rapidly decreasing. According to research, as change rates accelerate – driven by technology and globalization – it is possible for us to work numerous jobs from many different industries in our lifetime. Despite this, we continue to limit our definition to one occupational self. Studies have shown that the loss of a job can take twice as long to recover from than the loss of a primary relationship. In order to create a society and workforce that can learn and adapt to rising technological capabilities, as well as the global human talent cloud, we must free ourselves from a definition derived from one occupational self and instead define ourselves through purpose. Purpose, passion, and curiosity are the necessary motivational drivers we need to fuel the essential lifelong learning and adaption the future of work requires.
Future of Work is Learning
We live in times of accelerated change, driven by exponentially-growing technologies and an increasingly hyperconnected and interdependent global market economy. As a result, work tasks as we knew them in the past have become atomized, broken into job fragments that can be done anywhere around the world; automated, achievable, or solvable by computerized technologies; and augmented technologies that extend the human physically or cognitively. This reshaping of tasks requires that we rethink our systems of education and workforce development, our organization of work and workers, our process of talent attraction and retention (including learning and development), and even ourselves.
In the war for talent, organizations must be able to offer employees a path that goes beyond typical career progression. Heather presents a compelling and thought provoking vision that focuses on lifelong learning and adaptability for employees, which the pace of technological change essentially requires. Her analysis is comprehensive, yet easily understood. She distills it into actionable steps to help organizations move towards creating an environment in which employees and organizations mutually benefit and are well positioned for an uncertain future.
Charles Moore, Managing Director, Alvarez and Marsal
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Generational Innovation Expert, Emmy and Gracie Award Winning Journalist, Author of Several Highly Acclaimed Multi-Generational Books