McKinsey: In order to face the future better, you should take action.

Since the 20th century, the rapid development of technology requires enterprises to make major changes in strategy. Digital transformation, industrial internet, advanced analysis, artificial intelligence, robotics, machine learning ... Business changes are fundamentally changing the quality of the job market. Machine learning may not completely replace labor, but it will greatly affect the way people work in the future. Facing the future, we need new skills. At the same time, many existing skills will become less important …

Since the 20th century, the rapid development of technology requires enterprises to make major changes in strategy. Digital transformation, industrial internet, advanced analysis, artificial intelligence, robotics, machine learning ... Business changes are fundamentally changing the quality of the job market. Machine learning may not completely replace labor, but it will greatly affect the way people work in the future. Facing the future, we need new skills. At the same time, many existing skills will become less important. The World Economic Forum predicts that "by 2020, more than 1/3 of the core skills in most occupations are those skills that are not valued in today's work." In addition to the skills needed to complete a specific job, technology will also determine which occupations will play a decisive role in the future. The new changes will change the basis of market competition and the source of enterprise advantages. Take insurance as an example. In the past few years, an important source of insurance companies' competitive advantage is their stronger risk pricing ability than their competitors. The team of actuaries tirelessly evaluates the cost of taking a certain risk. In the future, most of these jobs will be done by machines. Insurance companies will need fewer actuaries and more data scientists-people who can mine data and customize insurance for specific market segments and even individuals. The key role in an enterprise, that is, the core position that distinguishes an enterprise from its competitors and successfully implements its strategy, will also change. Enterprises will have to reconsider the talents needed to play these key roles in the future.

According to the report "Career Future after Coronavirus Pneumonia-19" released by McKinsey Global Institute in 20021,the COVID-19 epidemic has promoted the faster popularization of automation and artificial intelligence. In a global survey of 800 senior managers in July 2020, it was found that two-thirds of them said they were increasing their investment in automation and artificial intelligence to some extent. By June 2020, the output of robots in China has exceeded the pre-epidemic level.

Many companies deploy automation and artificial intelligence in warehouses, department stores, customer service centers and manufacturing plants to reduce the density of workplaces and meet the growing consumer demand. The common feature of these automation popularization cases is related to the upgrading of office space. It is found that the application of automation and artificial intelligence may develop faster in the field of high human-computer interaction.

The picture comes from the industry trend report after the epidemic, and the full text of the original text is obtained at the end of the article.

Before the outbreak, the net job loss was concentrated in middle-wage occupations and white-collar jobs in manufacturing (automation industry). Due to the impact of the epidemic on low-paying jobs, almost all the growth of labor demand in the future will focus on high-paying jobs. Looking ahead, more than half of low-income workers may need to learn different vocational skills to ensure employment in high-paying fields.

The scale of labor transfer will be more challenging in the next few years. As shown in the following figure, in the post-epidemic era, before 2030, there will be more than 65438+ billion workers in eight key countries (that is, 1 person out of1person) who need to change careers. This is 12% higher than our pre-epidemic estimate, while it is 25% higher in developed economies.

The picture comes from the industry trend report after the epidemic, and the full text of the original text is obtained at the end of the article.

Before the outbreak, only about 6% workers needed to seek higher-paying jobs. In our post-epidemic research, we not only found that a large number of workers from the lowest two wage stalls need to change careers, but also that about half of the workers need to learn to update more advanced skills before they can engage in occupations at least one wage level higher than now. The comprehensive skills required by practitioners who need to change careers have changed. For example, the proportion of German workers who use basic cognitive skills may decrease by 3.4 percentage points, while the proportion of workers who use social and emotional skills will increase by 3.2 percentage points.

The most vulnerable workers may face the greatest risk of industrial restructuring, in part because of their uneven employment ratio in the jobs most affected by the epidemic. In Europe and America after the epidemic, workers, members of ethnic minorities and women with college education are more likely to need to change jobs or change careers. In the United States, people without a college degree are 1.3 times more likely to change careers than holders, and black and Hispanic employees are 1. 1 times more likely to change careers than whites.

The McKinsey Global Institute also published a 160 page report in 20 17. The report predicts that around 2030, nearly 400-800 million people around the world will need to find new jobs because of the arrival of automation. Many people will have this question: will I be replaced by machines? What should we do now in order to face the future better?

The McKinsey report points out that when technology is replacing some functions and values of human beings step by step, what we need to think about is how to measure the real value of existing jobs to the future growth of individuals. Perhaps you have heard the saying: "The most hidden way to abolish a person is to let him do what he is best at". Many people in the workplace always have the illusion that busyness means growth and proficiency means growth, but this is not the case. Don't believe that you are calculating in your mind:

The reality is extremely cruel: in order to improve the overall operational efficiency of the business, the functional division of posts must be more detailed. This is why over time, individuals will feel alienated, just like a screw on the assembly line. Fine division of labor is conducive to capital expansion, but it is a reality worthy of vigilance for individuals. This kind of repetitive and single work will make employees fall into the comfort zone psychologically, and the marginal contribution of work to growth will be lower and lower. No matter how strong you are now, once you fall into repetitive and consuming work, you will soon fall into the bottleneck of career development, because others are growing. Therefore, you need to have incremental thinking, keep incremental growth, and always be new.

How to survive and thrive in the wave of artificial intelligence? You need to improve your strength at the skill points expected by those industries that are not easy to be shuffled by artificial intelligence. Hsiao-Wuen Hon, president of Microsoft Asia Research Institute, once said: "AI can do a lot of work, but there is no tension of creativity. Creativity is not repetitive work over and over again. "

Although artificial intelligence can assist or even replace human labor in more and more industries. However, in some fields, including innovative occupations such as artists and inventors, it will be difficult for artificial intelligence to replace human beings. This is because the realization of artificial intelligence usually forms experience by analyzing a large amount of data and summarizing the general law of things' development. The process of innovation does not conform to the usual logic or experience, and the high precision of artificial intelligence obliterates the above possibilities.

The picture comes from Linked-In's future career report. In addition to innovative occupations, occupations that emphasize soft power (social ability, emotional ability and teamwork ability) are not easy to be replaced. Keeping up with the latest development trend of science and technology and cultivating the ability to change careers at any time will become the most important competitiveness. According to the data of "China Future Skills Trend Report" released by Beijing Linked-In, among the skills mastered by China talents in 20 19, the top ten emerging skills with the fastest growth are: compliance, cloud computing, data science, minority languages, risk management, interaction design, artificial intelligence, blockchain, digital marketing and full-stack development, among which full-stack development and artificial intelligence.

The picture comes from Linked-In's future career report, and the full text is obtained at the end of the article.

Among the top ten emerging skills, in addition to technical skills, some non-technical skills stand out, such as compliance and risk management. This trend shows that the supervision of emerging industries has increased, market uncertainty has increased, and enterprises have paid more attention to compliance and risk management. On the other hand, although the rise of artificial intelligence, automation and robotics has promoted the demand for technical "hard skills", "soft skills" such as creativity, adaptability, cooperation and time management can also help employees adapt to new positions and receive retraining. Small language skills are also among the top ten this time, indicating that in the future world dominated by science and technology, soft skills such as communication skills are still crucial.

The McKinsey report points out that the era of "working for the boss" has passed-in the rapidly changing future, we need to be the masters of our own behavior. Whether working in a company or starting our own business, we all need more self-motivation. There are two kinds of people in the workplace-one is environment-driven and the other is self-driven. Environment-driven people, like the accessories of the environment, rely on the harsh environment and let it kill their talents and fighting spirit. For example, we often hear people around us complain that "only in that environment can I work with peace of mind" or "I can't do my work well because of the constraints of the current environment"-these are typical ideas that people driven by the environment will have.

On the contrary, self-driven people, whose passion comes from themselves, will take the lead in thinking from their own motives: "I want to achieve the goal of XX because I think I may be influenced by the environment, but I can give full play to my subjective initiative."

The picture is from the American TV series Billions.

People with high self-driving ability have a common feature, that is, they pay attention to improvement.

There are certainly many difficulties challenging us in this world, but if you want to solve them, there are actually many ways in this Internet age, but what really stumbles us is the mentality of "boring, unwilling to do it, I can't do it". The future-oriented manager is self-driven, and he must have the ability to drive himself to learn, innovate and grow. Whether we can break through the inertia of thinking and actively explore new knowledge largely determines how far we can go, how strong we become and how well we live.

The picture is from the American TV series Billions.

The entrepreneur's mentality also means a strong ability to resist pressure, or adversity quotient. Adversity quotient is the third important ability besides IQ and EQ, which refers to a person's ability to resist stress, try and make mistakes and become stronger from setbacks. In the future organization, employees will face many challenges. In the past, most of these challenges were borne by enterprises, but in the future, these challenges will mainly be borne by employees. Talents should take the initiative to meet this challenge and truly release their potential. In this process, you have to face many challenges and failures. What you need is the ability to resist pressure and adapt to the great pressure of failure. Only in this way can you go further on the road of career development.