Infrastructure – too precious to be left to the pollies…

With its 3-year Federal parliamentary cycle and fixed 4-year terms in each State and Territory*, Australia is never too far away from an election. South Australia and Tasmania are both currently in full election mode. Victoria doesn’t go to the polls until later this year, but the informal campaigning (rather like a phony war?) is already underway. And although the next Federal election is not due until 2019, the stump speeches are already being wheeled out.

Fiction imitates (or even predicts) fact in ABC TV’s “Utopia” (hard hats obligatory)

With so much focus on “infrastructure”, it’s going to be a bumper year for hard hats, hi-viz vests and photo opportunities in front of big “stuff”. It’s just such a shame that even with the real life Utopia, Infrastructure Australia (and respective statutory and quasi-independent bodies in each State), so much of the decision-making is left to politicians. Because this “stuff” is far too important to be left to the short-term priorities, self-serving tactics and party preservation shenanigans that most of our elected representatives are forced to succumb to.

Hot infrastructure topics this time around are energy (especially in South Australia), water (Murray Darling Basin), resources (what do we do after the mining boom?), and the call for “jobs” linked to putting up or digging up “stuff”.

I understand that we need employment opportunities both sparked by, and as a driver for, economic stimulus. But there has to be more than simply creating short-term jobs on unsustainable projects (Adani, anyone?). Of course, one could argue that the powerful construction and mining unions (and their infrastructure owning superannuation funds) have a vested interest in maintaining this trajectory.

But if these projects need to take on long-term debt, with the 3 or 4 year election cycles, you can see how difficult it becomes to manage budget priorities. Worse, incoming governments may strive to cancel, overturn or curtail projects of their predecessors, which won’t endear them to the private sector companies (and their banks) who have successfully bid on the contracts.

Roads represent a large chunk of the infrastructure “stuff” in my own State of Victoria, and are already shaping up to be a key election issue (at least in the minds of the parties). For a major city that still doesn’t have a dedicated train service connecting the CBD to its ever-growing international airport, Melbourne probably needs fewer roads, and more planning (especially as we move to ride-sharing and self-driving vehicles). Besides, while we are in an urban and population growth cycle, given the rate at which some of the current new roads are being built, they will be under-capacity before they are even finished.

I would argue that there is just as much demand to upgrade and refurbish existing infrastructure, (which will probably generate just as many employment opportunities) rather than feeding the insatiable demand for shiny new toys. Or revisiting (and even restoring) some “old” ideas that might actually make sense again today, such as the orbital railway concept connecting Melbourne’s suburban hubs. Sure, we have the new Metro Tunnel project under the CBD, and this may lead to extensions to existing suburban services, and even the airport itself. But future projects have not been scoped, and are subject to prevailing party ideologies (not to mention the NIMBY brigades…) – rather than serving  the interests or greater good of the population (and environment) as a whole.

Finally, some sobering news came out of the UK recently, where London is actually experiencing a decline in passenger numbers on public transport. There have been a variety of explanations for this drop (the first in more than 20 years) – from the threat of terrorism, to new work patterns (more people working from home); from changing lifestyles (more Netflix, less Multiplex), to the “on-demand” economy (more Deliveroo, less dining out).  With fewer people likely to commute to the CBD (40% of the population will have self-directed careers), governments, their infrastructure boffins and their policy wonks will need to think about what this does actually mean for roads and rail…. and how much longer must I wait for the NBN in my suburb of Richmond (and will it already be obsolete by the time I have access)?

Next week: Blockchain, or Schmockchain?

 

 

 

 

 

 

* For the breakdown see here.

Bring Your Own Change

I receive frequent requests for advice or suggestions on how to make a career change. Having been through a significant career transition myself (in fact, I am probably on my 3rd or 4th career…), I am usually more than happy to help if I can.

Networking Image by Ghozt Tramp sourced from Wikimedia Commons

Anyone who has had to navigate a career change will no doubt have been introduced to the concept of networking, primarily as a means to access the hidden or non-advertised job market. The strategy usually involves targeting a particular industry (or even a specific company), and approaching a known contact in that sector (or company) with a view to learning more about their industry, their organisation or their role – and hopefully to gain an introduction to someone in their network who might be able to help in accessing or identifying a suitable role or opportunity.

Now, I am a strong proponent of networking – both to learn and to share – although I am not a huge fan of “open networking”. So I tend to be suspicious of unsolicited requests to connect with me – especially when there is no defined context, or there is no specific purpose underpinning the approach, other than a general desire to access my professional network, or a vague notion of hoping to learn from my experience.

I appreciate that making a career change is sometimes very difficult, especially in the challenging workplace environment (thanks to rapid change, digital disruption, and the gig economy, etc.). Change often becomes harder the older we are. Plus, our path may be complicated the more niche our qualifications, and/or the more generic our experience. (See my previous blog on generalists vs experts.)

I also acknowledge that the transition may not be made any easier because traditional notions of “work” and “employment” are no longer as relevant or as valid as they were. (Conversely, Australia continues to enjoy relatively low unemployment rates, in combination with strong new jobs growth, and greater workforce participation.) Plus, many large employers are still fixated on hiring square pegs to fill existing square holes.

Do I think that more needs to be done to help people transition into and within the new workplace environment? Absolutely. Even if it’s simply to provide them with encouragement, or to challenge their assumptions about what a contemporary career trajectory looks like. (As a society, we are not very good in helping people to make sideways moves, or to adjust their ways of working.)

So, having gone through significant career changes and work transition myself, I am a great believer in “bringing your own change” – i.e., start doing what you need to, in order to effect the change or transition you desire. But what worked or works for me, may not work for you, and my career choices may not be the right choices for you. I can maybe provide some insights on why/how/what I did, but in many situations, I was very fortunate that someone was willing to take a chance on me, and give me an opportunity. Yet equally, I probably helped to engineer these situations because I try to keep an open mind, I maintain a sense of curiosity and I like to think I ask the right questions. By demonstrating flexibility and a willingness to challenge the status quo, I believe it is possible to create the right environment to effect the change you seek in the type of work you do, or the role you perform.

Next week: Equity crowdfunding comes to town

More on Purpose

Regular readers may be familiar with the name Carolyn Tate from my previous blogs on purpose, and the Slow School of Business. Last week, Carolyn launched her latest book, The Purpose Project, a distillation of the past seven years of her work, and quite possibly a road map for anyone wanting to take control of their own destiny at work.

I would describe The Purpose Project as a cross between a first aid kit for a disillusioned workforce and a survival guide for the modern workplace. But as with defining your own “purpose”, the value is in the mind of the reader, rather than in any prescriptive solution or outcome.

Having spent the past few years working with Carolyn at Slow School, I know that her views on this topic have subtly changed. Slow School itself initially appealed to, and was designed for, independent consultants (“solopreneurs”) and aspiring consultants (“corporate escapees”). But as the concept of finding purpose in our work has started to take hold, Carolyn now encourages her readers to find their own purpose where they are, rather than rushing headlong into a new job, a new company, a new career or even into entrepreneurship (which as we know, isn’t for everyone).

I first connected with Carolyn at the Slow School, when I was exploring my own purpose as an independent consultant (and sometime corporate escapee….). Slow School provides a community of like-minded souls with a “safe” space to test new ideas, a playground to kick around new concepts, and an environment to challenge our own assumptions. Unsurprisingly, a key part of The Purpose Project is a list of 50 questions designed to help readers dig deeper into their own purpose, modeled on the Japanese concept of ikigai”. There are also some tools and practices to bring purpose to life in our current work.

In my own case, I still think my purpose is a work in progress, and is never settled – much of my career has been driven by a need for new ideas and experiences, work that is intellectually stimulating, and a willingness to engage in continuous learning (while feeding an enduring curiosity and maintaining a healthy dose of skepticism). These factors, even more than formal qualifications or faddish management theories, have helped me to build resilience and navigate a rapidly changing work environment.

One point where I may disagree with Carolyn is this notion about finding purpose through staying in your current role or workplace – that it’s not necessary to leave. While I agree that it may be possible to reshape your current job to suit your personal needs and preferences, staying in an unrewarding job or remaining with an organisation that does not value you is like persevering with an unhealthy relationship.

In short, I’m quite pessimistic about the ability for large corporations and large institutions (as they are currently framed and constituted) to help us connect with our individual purpose, or even to provide the space to do so. And of course, rapid changes in the very nature of work, the way we work, the economic structures and business models that have traditionally underpinned employment and the value exchange of labour require us to take more control over where, how and with whom we choose to spend our working time.

Next week: Agtech Pitch Night at SproutX

 

 

Designing The Future Workplace

Last week’s blog was about reshaping the Future of Work. From both the feedback I have received, and the recent work I have been doing with Re-Imagi, what really comes across is the opportunity to move the dialogue of “work” from “employer and employee” (transactional) to “co-contributors” (relationship). In an ideal world, companies contribute resources (capital, structure, equipment, tools, opportunities, projects, compliance, risk management), and individuals contribute resources (hard and soft skills, experience, knowledge, contacts, ideas, time, relationships, networks, creativity, thinking). If this is this the new Social Contract, what is the best environment to foster this collaborative approach?

Image: “MDI Siemens Cube farm” (Photo sourced from Flickr)

Many recent articles on the Future of Work and the Future Workplace have identified key social, organisational and architectural issues to be addressed:

  1. On-boarding, engaging and “nurturing” new employees
  2. Trust in the workplace
  3. The workplace structure and layout
  4. The physical and built environment
  5. Design and sustainability

Underpinning these changes are technology (e.g., cloud, mobile and social tools which support BYOD, collaboration and remote working), and the gig economy (epitomised by the tribe of digital nomads). Together, these trends are redefining where we work, how we work, what work we do and for which organisations. (For an intriguing and lively discussion on collaborative technology, check out this thread on LinkedIn started by Annalie Killian.)

Having experienced a wide range of working environments (cube farm, open plan, serviced office, hot-desking, small business park, corporate HQ, home office, public libraries, shared offices, internet cafes, co-working spaces, WiFi hot spots, remote working and tele-commuting), I don’t believe there is a perfect solution nor an ideal workplace – we each need different space and facilities at different times – so flexibility and access as well as resources are probably the critical factors.

The fashion for hot-desking, combined with flexible working hours, is having some unforeseen or undesired outcomes, based on examples from clients and colleagues I work with:

First, where hot-desking is being used to deal with limited office space, some employees are being “forced” into working from home or telecommuting a certain number of days each month – which can be challenging to manage when teams may need to get together in person.

Second, employees are self-organising into “quiet” and “noisy” areas based on their individual preferences. While that sounds fine because it means employees are taking some responsibility for their own working environment, it can be counter-productive to fostering collaboration, building cross-functional co-operation and developing team diversity. (One company I worked for liked to change the office floor plan and seating arrangements as often as they changed the org chart – which was at least 3 or 4 times a year – it was something to do with not letting stagnation set in.)

Third, other bad practices are emerging: rather like spreading out coats to “save” seats at the cinema, or using your beach towel to “reserve” a recliner by the hotel pool while you go and have breakfast, some employees are making a land grab for their preferred desk with post-it notes and other claims to exclusive use. Worse, some teams are using dubious project activity as an excuse to commandeer meeting rooms and other common/shared spaces on a permanent basis.

Another trend is for co-working spaces, linked to both the gig economy and the start-up ecosystem, but also a choice for a growing number of small businesses, independent consultants and self-employed professionals. In Melbourne, for example, in just a few years the number of co-working spaces has grown from a handful, to around 70. Not all co-working spaces are equal, and some are serviced offices in disguise, and some are closely linked to startup accelerators and incubators. And some, like WeWork, aspire to be global brands, with a volume-based membership model.

But the co-working model is clearly providing a solution and can act as a catalyst for other types of collaboration (although some co-working spaces can be a bit like New York condos, where the other tenants may get to approve your application for membership).

Given the vast number of road and rail commuters who are on their mobile devices to and from work, I sometimes think that the largest co-working spaces in Melbourne are either Punt Road or the Frankston line in rush hour….

Next week: Personal data and digital identity – whose ID is it anyway?