TL;DR: May’s – slightly delayed – Go Flux Yourself includes being selfless to find happiness, building tech for good, virtual work experience, the importance of messy stories, and a tribute to rugby league legend Rob Burrow …
Image created on Midjourney with the prompt “Leeds Rhinos rugby league legend Rob Burrow smiling with the ball and happy people gathering around him – with tech robots looming behind them – in the style of a David Hockney painting”
The future
“The greatest burden a child must bear is the unlived life of its parents.”
These words, attributed to Swiss psychoanalyst Carl Jung, were quoted on stage by Britain’s leading “psychological illusionist” Derren Brown, the big draw at DTX Manchester in late May when discussing the pursuit of happiness.
This wisdom hit me hard as the father of two small but quickly growing children. (And this newsletter didn’t arrive on May 31st – apologies – because I was holidaying in the Netherlands for half-term.) It smacked me harder, though, as someone passionate about human-work evolution and the world we are building.
Is the combination of technology and social media making us overly self-interested? Is too much screen time, for adults and kids alike, making us more susceptible to jealousy while eroding common decency and looking out for those around us? We need to look up, look out, and that starts with, well, looking inward.
Related to this, I recently saw a brilliant and quite emotional post on LinkedIn that distilled the problem of human selfishness. In a thought-provoking classroom experiment, a university professor challenged his students to a unique test of teamwork and empathy.
Each student was assigned a balloon bearing their name, which was then released from the ceiling. The challenge was to locate their own balloon within a five-minute time limit. If everyone succeeded, they would collectively win; if even one student failed, they would all lose.
Despite their earnest efforts, not a single student managed to find their individual balloon amid the chaos. Undeterred, the professor gathered the wayward balloons and gave the class a new directive: “When you catch a balloon, give it to its rightful owner.” With this simple shift in perspective, the students all completed the task before three minutes were up.
The professor concluded the lesson with a poignant observation: “Happiness is like these balloons. If each of us single-mindedly pursues our own, we will inevitably come up short. But if we prioritise the wellbeing of others, we will find that our own happiness follows suit.”
This principle holds true not only in the classroom, but also in the corporate – and specifically the technology – world as well. By actively supporting our colleagues in achieving their objectives, we foster an environment of reciprocity and shared success.
At DTX Manchester, where I moderated a session on AI in the workplace, Brown, who I once shared a seance table with – a story not for here – talked about our materialistic, consumerist tendencies. Most of us, he said, are on the “hedonic treadmill”, chasing and attaining new things to feel happier. But that immediate dopamine spike soon drops, and then we look for the next shiny thing. Essentially, he argued – convincingly – that this doesn’t make us happy.
Building on this point, he offered the audience a thought experiment suggested by Stoic philosopher William B. Irvine. In On Desire: Why We Want What We Want, Irvine wrote: “Suppose you woke up one morning to discover that you were the last person on earth … In the situation described, you could satisfy many material desires that you can’t satisfy in our actual world. You could have the car of your dreams. You could even have a showroom full of expensive cars. You could have the house of your dreams – or live in a palace. You could wear very expensive clothes. You could acquire not just a big diamond ring but the Hope Diamond itself. The interesting question is this: without people around, would you still want these things?”
The answer is obvious when framed in this way. But do enough of us realise this truth?
Brown also challenged leaders to prioritise authentic storytelling over superficial narratives. He argued that businesses often present overly simplistic and tidy stories, failing to capture the messiness and complexity of reality. To cultivate genuine resilience, Brown urged leaders to embrace the journey and resist the temptation to fixate on definitive endings.
However, Brown’s most urgent plea was directed at technologists, calling upon them to use their talents for good. He revealed a startling statistic, attributed to Tristan Harris, Co-Founder of the Center for Humane Technology: over 50% of AI engineers believe there is at least a 10% chance that mishandling AI could lead to the destruction of humanity.
This sobering reality underscores the critical need for a mindset shift in the tech industry, ensuring that innovation uplifts humanity rather than accelerates its demise.
As AI advances at an unprecedented pace, there is an immense business opportunity and an ethical imperative to create technology that genuinely addresses human needs, not just superficial desires.
The cautionary tale of social media platforms like Facebook is a stark reminder of the unintended consequences that can arise when innovation is disconnected from human welfare. With the stakes exponentially higher in the era of recursive, self-improving AI systems, the risks of rushing ahead without careful consideration are grave, ranging from automated cyber weapons to blackmail and disinformation campaigns.
Those who seize this opportunity to create technology that genuinely benefits humanity will build thriving businesses and contribute to writing a new, more enlightened chapter in the human story. Brown concluded that this endeavour is worth far more than any fleeting dopamine rush from a dazzling new toy. It served as a much-needed call to action for leaders and innovators to shape a future in which technology and humanity can flourish together.
I’ve been asked to deliver an opening keynote on the future of work to a group of lawyers in London later in the year, and with the 25 minutes I have been afforded, I’ll be focusing on these messages, I reckon.
The present
Certainly, the themes of collaborating for good and being intentional and considered are current when looking through the lens of remote working – mainly because no company has perfected its strategy. Moreover, it requires careful iteration, with humans – not technology – in the driving seat and the most business-critical element.
A couple of weeks ago, I was delighted to moderate an in-person roundtable near the “Silicon Roundabout” of London’s Old Street, which delved into the challenges and opportunities of creating a remote-ready workforce.
I set the scene by referencing recent research from Stanford professor Nick Bloom, which indicated that 29% of the global workforce were hybrid workers, 59% were fully on-site, and only 12% were fully remote workers.
Predictably, during the discussion, trust emerged as a cornerstone of successful remote work. The roundtable participants concurred that businesses must foster a culture of trust, and the unanimous verdict was that monitoring staff is creepy and demotivating.
O.C. Tanner’s 2024 Global Culture Report was published a few days after the roundtable session. It showed that 41% of UK employees have their working time strictly monitored, and just 53% are granted freedom in how they accomplish their work. How backward. For employees, it’s time to put the mouse-jigglers away, and employers need to conduct adult-to-adult relationships with their staff.
Someone needs to tell Manchester United co-owner Sir Jim Ratcliffe, the UK’s richest person. In mid-May, he found a new excuse for ordering employees back to the office. In a message to the club’s employees, he complained about the “disgraceful” messiness in the office. He called an end to the flexible work-from-home policy that has been in place since the coronavirus crisis.
As a kicker, Ratcliffe – who resides in Monaco, presumably in part for tax avoidance purposes – justified a full-time return to the office because one of his other businesses experienced a 20% drop in email traffic when it experimented with home-working Fridays. It’s daft reasoning, for sure. Do more emails mean more productivity? Not in 2024, where the most enlightened business leaders are familiar with Cal Newport’s concept of deep work – the need for focused periods of concentration without the pings, bings and other notifications that have become an irritating part of work life.
As businesses strive to future-proof their workforce, the concept of “virtual work experience” has gained popularity – although one suspects Sir Jim would not approve. And if so, I’m 100% with him on this one.
Leaders must understand that while these online placements can provide valuable exposure and skills, they should not be considered a complete substitute for in-person experience.
Companies like Heathrow Airport and Pret A Manger have partnered with Springpod to offer virtual work experience programmes, aiming to impart relevant knowledge to aspiring professionals in various fields. These initiatives include engaging activities such as – ahem – quizzes and immersive product development journeys designed to educate and inspire the next generation of talent.
The hands-on experience, face-to-face interactions, and real-world problem-solving opportunities that come with traditional work placements are essential for developing a well-rounded skill set and understanding the nuances of a profession.
Ultimately, by offering a balanced approach that combines online learning with practical, on-site experience, leaders can ensure that their future workforce is adequately prepared to tackle the challenges of their chosen careers.
Further, investing in a comprehensive training and development programme that includes virtual and in-person elements demonstrates a commitment to nurturing top talent. By providing a well-rounded learning experience, organisations will attract ambitious candidates, foster a culture of continuous improvement, and be well-positioned for long-term success.
The past
At first glance, the passing of a rugby league player might seem inappropriate for a technology and business newsletter. But the death of former Leeds Rhinos scrum-half Rob Burrow yesterday (June 2), at the age of 41 – a year younger than me, chillingly – transcended sport and was mourned across the nation.
Sadly, Rob’s demise was no surprise. Four-and-a-half years ago, and only two years after he hung up his boots, he was diagnosed with motor neurone disease (MND) and given 18 months to live. Bravely, Rob chose to take his fight public to raise awareness of the horrific disease – and the lack of support for sufferers – and, along with the considerable help of his former teammate Kevin Sinfield, attracted around £15 million for MND charities.
I started my career as a sports journalist and covered rugby league, partly because of my upbringing in North West England, the game’s heartland. I watched and met Rob, who played for Leeds almost 500 times and won 18 international caps, numerous times. I always marvelled at how the smallest player on the pitch – at 5’5” or 156cm, he was only a dozen centimetres taller than my nine-year-old boy – was so often the bravest and most influential. Indeed, today’s obituaries will laud a “giant among men”, rightly.
How fitting that, by coincidence, the ground will be broken on the Rob Burrow Centre for MND in Leeds the day after his death. Excelling at a game in which he was always a foot shorter than other players, he was a groundbreaker on and off the pitch.
The Prince of Wales – a mate of mine at the University of St Andrews (but that’s another story) – presented CBEs to Rob and Kevin in January, and when the news broke on Sunday, he saluted “a legend of rugby league” on social media. He added: “Rob Burrow had a huge heart. He taught us ‘in a world full of adversity, we must dare to dream’.”
Rob’s life story holds valuable lessons for the world of technology and business. Every entrepreneur and innovator should aspire to emulate his unwavering determination and ability to excel despite the odds stacked against him. In the face of adversity, Rob persevered and used his platform to drive change and raise awareness for a cause that desperately needed attention.
His legacy reminds us that true success is measured not just by personal achievements but by the positive impact one leaves on the world, no matter the industry. As we navigate the ever-evolving landscape of technology and business, let us draw inspiration from Rob’s courage, resilience, and dedication to making a difference. In doing so, we, too, can dare to dream, innovate, and create a better future for all.
Statistics of the month
- 41% of UK employees have their working time strictly monitored, and a mere 53% are granted freedom in how they accomplish their work, according to O.C. Tanner’s 2024 Global Culture Report.
- The CIPD’s latest Labour Market Outlook showed that 55% of employers in the UK are seeking to maintain their current staffing levels – the highest figure since 2016-17. With fewer organisations looking to recruit, employers must invest in learning and development to fill skills gaps and future-proof their workforce – but is that happening?
- Generative AI tools should save UK workers 19 million hours a week by 2026, calculates Pearson. Teaching and healthcare “could be transformed”, is the conclusion of the research. I’m not so sure.
Stay fluxed – and get in touch! Let’s get fluxed together …
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Oliver Pickup 