Whilst having spent a number of decades involved in the transport, logistics and international forwarding arena, it has been quite some time since I attended a conference in the sector, particularly an international forwarding event such as the AFIF conference.
It was interesting to reflect that some of the issues remain constant and the ongoing need for efficiency due to the continual pressure on margins still exists as a main issue. Therefore perhaps not surprisingly, presentations and discussions on technology at the conference were a large part of the agenda and the way forward to try and deliver the ongoing efficiency drive.
Some attendees pondered that with the ongoing march of IT, the entry level jobs that helped us learn the guts of the business are now gone, so how do people learn the business as they enter the industry. It is true that many of these jobs have been replaced by technology however it is fair to say that other jobs have been created through the advent and integration of technology into the day to day processes.
On a continuation of this theme, others such as Innovation Strategist, Heather McGowan tell us that “jobs are over” and the future is income generation. The diagram below essentially indicates that in prior decades we went to school, possibly took on some tertiary education and that education was applied in a career that encompassed one company or functional track until retirement age at 65. After that a pension kicked in to cover a life expectancy of no more than 75 years.
Fast forward today, the lines of education career and retirement are blurred and have morphed into overlapping fields of learn, leverage and longevity.
With technology and globalisation as such powerful disruptors , thought leader Thomas Friedman tells us that jobs have moved up (requiring more education and technical knowledge), down (outsourced/offshored) and across (broken into job fragments) or short term engagements.
As a result many people will not have annual salaries or set jobs but will generate income from leveraging and monetising a combination of their physical assets and talents in an income-generation portfolio.
The above aligns to interim management where skilled executives will engage in short and medium term engagements to maximise their earning capacity.
Conari Interim Solutions exists to assist clients meet their variable resourcing needs in this changing environment and provides skilled executives with a “home” for their background, experience and expertise. Interim managers are not consultants, their role is to implement as well as advise and deliver on outcomes. Most importantly, they share their knowledge with the team before they leave their assignment. Contact us at www.conariinterim.com to see how we can assist your organisation.