As far as job titles go, 'Historian of the Future' is a completely doozy. However, as one of the main practitioners of this fascinating commerce, Dr James Bellini, can testify, the description can lead to some misunderstandings: he’s most positively not, as an example, a magician.
"Let me be clear: I don't have a cloak, a pointy hat and a magic wand," Bellini jokes – and he completely can't let you know who's going to win the 3.30 at Ascot. What he can do, nevertheless, is draw upon a profession spanning a long time of analysis and evaluation, networking and award-profitable inventive endeavors to supply assessments of the probably state of the future that are as knowledgeable, and as entertaining, as any you'll encounter.
When SSON meets Bellini, the good physician – whose PhD "in military stuff" got here from the London School of Economics – has simply completed presenting to the eighth Annual Shared Services Week in Sitges, close to Barcelona. His discuss – the first plenary of the occasion – has ranged from early company historical past, through demographic change in trendy Europe, via 'Gutenberg 2.0', to the rise of a brand new wave of customers and the hiring challenges posed by the emergence of 'Generation C'- and he's scattered some fairly mind-bending statistics alongside the method.
For instance, these of us in the viewers now know that by 2040, if present developments are maintained, Italy can have 20 million fewer inhabitants; that "in 1965 there were 10,000 people for every computer, but by 2015 there will be 10,000 connected devices for every person"; that "over 50 per cent of people on the planet have never made a phone call"; that by 2020 Japan can be the oldest society in the developed world, and the USA can be the youngest.
It's from an unlimited archive of such information, analyzed via strategies a few years in the perfecting, that Bellini is ready to create the "works of informed imagination" that make up his futurological output. Facts and figures, he says, are the forex of futurology and he declares that, magpie-like, he "will steal anything without remorse" which is able to contribute to his understanding of the myriad forces shaping the instances to come back.
This understanding has developed over the course of a distinguished and various profession which has seen Bellini discovering success as an instructional, a assume-tank analyst, a reporter and TV presenter, an writer, a narrator and, of course, a public speaker. If, nevertheless, this means chameleonic skilled tendencies to accompany his corvine strategy to information, Bellini's wry grin, penetrating stare and uncompromising wit mark him out as resolutely human – as does his unwillingness to pander to social niceties: his newest ebook, tackling company deceit and the pervasiveness of misrepresentation in the enterprise world, is appropriately titled The Bullshit Factor.
Bellini moved from college (St John's College, Cambridge) to promoting, amongst different roles – however it was in Paris as the first British member of the extremely regarded Hudson Institute (co-based by Bellini's early mentor, nuclear strategist Herman Kahn) the place he gained his spurs, and plaudits, with a sequence of predictions for main European economies, beginning with France. He and his colleagues had been a good distance forward of the curve in foreseeing the French financial revival of the 1970s and '80s, and their success didn’t go unnoticed; introduced in by the BBC as a marketing consultant on an analogous predictive piece about the British economic system, Bellini ended up fronting the program as lead reporter. Perhaps unpredictably – even for this most promising of seers – tv, and a modicum of fame, had come knocking.
Although he discusses his successes with disarming humility, Bellini's profession in tv left him a lot to crow about: seven years as a studio presenter with Sky News and Financial Times Television; stints presenting Panorama, Newsnight and The Money Program; and a bunch of awards together with the Prince Rainier II Prize at the Monte Carlo International TV competition and a particular award given by the United Nations for his work on the epic documentary sequence The Nuclear Age – in addition to fairly much less glittering roles corresponding to presenting a TV model of Cluedo. Meanwhile he continued to foretell, to investigate – and to publish, with a sequence of nicely-acquired tomes reaching the cabinets from the 1980s onwards.
By now Bellini had established a status as one of the most perceptive and intuitive pundits on the present affairs circuit, and the step to public talking to go with his flourishing literary profession was a logical one. His pure aptitude for enterprise (he has served in government positions for quite a few corporations) and for communications, mixed along with his particular spheres of curiosity, imply that – though he's simply as joyful to current to the likes of Greenpeace "for a cup of tea" – his pure constituency consists of comparatively excessive-powered businessfolk with a vested curiosity in understanding the foundations of the future (precisely the type of individuals attending Shared Services Week, actually).
And some future it'll be. Bellini paints an interesting image of societies, companies and economies on the brink of actually basic change; whereas he maintains that normally "nothing is ever really new – it might be different, but it's not new", at the identical time he posits developments which, in phrases of the method organizations are structured and run, are as new as something which has preceded them since the Stone Age.
"Shared services is not the sexiest area of management, but it's one of the most important. It is about creating things which haven't been seen before in business history: internally profit-driven services. This is not, however, truly revolutionary: yet in the next 10-15 years I do see a revolution, a period comparable with the beginning of corporate history, "he says. "We'll see as much change [in organizational structure] in the next 15 years as we saw in the last 5,000."
A serious facilitator for this restructuring is, of course, the globalizing info revolution, which is happening at a thoughts-boggling fee.
"The pace of change is becoming a lot more compressed … Moore's Law is probably already out of date. We have to generate new words to deal with the rate at which information is growing," he says, citing for example the rise of the "exabyte" – one billion billion bytes or, in additional vintage phrases, one trillion huge books full of information.
The implications for enterprise of this staggering acceleration of improvement are, of course, manifold; But Bellini sees one of the most important impacts going down in the area of recruitment and HR, and past that in the method enterprise itself is performed on a private degree.
"The people you employ in future will be very different from those you've employed in the past," he cautions. "Your future talent comes from what some people call Generation Y but I prefer to call Generation C" – the linked, speaking, fully digital creator-mills presently en path to maturity.
"They are digital natives, very different individuals, living, educated and working in digital spaces. Sharing is instinctive among them … It's not about being selfish but about cooperating in effective, efficient ways."
Bellini believes that the arrival of this technology will pressure employers to reassess age-outdated practices corresponding to recruitment, interview strategies and coaching. After all, this can be a technology with a reducing consideration span however a marked improve in the means to multitask and shift from one activity to a different in a short time; if a coach begins to lose the consideration of his or her trainees, Bellini asks, who can be responsible – the trainees, who’ve developed in a quick-altering, speedy-fireplace digital surroundings, or the coach, who has not? The reply is implicit in the query, and Bellini warns that corporations anticipating their new recruits to bend to a longtime, 'outdated' modus operandi will discover themselves left behind: "the talent war will become more acute," he says, and it's a struggle no firm will be capable to afford to lose.
The nature of employment itself can even change, the physician reckons. Long-term contracts in mounted areas will develop into more and more out of date; the future can be made up of activity-primarily based employment of "clusters" of workers coming collectively to handle particular wants, providing complementary abilities for comparatively quick, intense bursts of productiveness – typically working at distance from properties round the world.
For older workers such a shift would possibly signify an unlimited problem and maybe an assault on conventional comforts corresponding to job safety; for the digital natives of Generation C, nevertheless, such practices can be second nature – and Bellini makes use of the instance of Hollywood movie manufacturing, which has been from the off a activity-primarily based surroundings, as how companies and full industries can work on a special , and doubtlessly formidable, mannequin.
The future can even deliver us a really totally different client class, Bellini guarantees. Societies are getting older, and the outdated have gotten extra prosperous: in the UK, for instance, on this "New Age of consumers" over-50s already personal over 80 per cent of the nation's property, and the nation has reached a tipping level when there are extra retirees than there are kids. Meanwhile household sizes are reducing, making a rising deficit in the workforce of the future: we’re approaching the "post-kids future", Bellini says considerably ominously.
"This has huge consequences for everyone," he says. "Take R&D: the reason cars are the way they are, with four seats, is because the nuclear family model was the dominant one when car design was at its most dynamic. Four family members required four seats. Now the nuclear family is not the dominant model: what will the layout be of the car of the future? Or take cereal packets: they were sized for a nuclear family. Now that size is no longer appropriate. "
Different wants require totally different provisions and Bellini urges right now's corporations to plan correctly for a really totally different breed of client. The older technology – which is able to dwell longer than any in human historical past – can have totally different excessive-worth necessities which is able to must be met; Meanwhile, the youthful technology can be comparatively much less prosperous however can have very totally different wants and can anticipate these must be met in very alternative ways. Marketing, design, gross sales: all must endure their very own revolutions.
"There is a conversation going on, a huge worldwide conversation. You will not control this conversation, though it will be about you and will impact upon you," he cautions. Of course, this lack of management would possibly terrify many companies and practitioners – particularly these in shared companies for whom sustaining the proper degree of management over processes is such a basic facet of the job – however it additionally represents a novel alternative.
If, as Bellini assures us, the subsequent few years will see us having to "revisit the idea of how to think", such reengagement with processes and the causes behind them – pushed in no small method by the digital natives making up the subsequent technology of workers – will certainly result in sweeping modifications in nearly each facet of doing enterprise. The price and effectivity financial savings presently held up as world-class by main shared service practitioners may pale into insignificance towards the advantages – tangible and intangible – introduced by new approaches to the very raison d'etre of enterprise and the economic system, and by the technological Revolution whose final penalties even this most esteemed of futurologists can solely ponder from afar.
(Dr James Bellini's The Bullshit Factor is now obtainable via Artesian Publishing)