Acquiring/Storing KnowledgeThe first generation focuses on acquiring and codifying knowledge through documentation and training. This captures institutional knowledge but risks rigidity.Optimizing EfficiencyThe second generation optimizes processes and structures for maximum efficiency based on product and business lifecycles. However, this adaptability is limited.Continuous Real-Time ImprovementThe third generation creates rapid autonomous learning loops to iterate offerings in real-time based on data. This accelerates innovation and adaptability.

The Three Learning Generations

Given career volatility, youth need adaptability - not fixed job aspirations.With an average 17 job changes over a lifetime, workers must cultivate transferable skills and resilience.

Not Jobs, But Skills

Continuous learning and disruption are uniquely human and enable people to adapt to changing circumstances

Linear career paths are disappearing as jobs rapidly evolve. With AI transforming roles, current jobs may not exist in 18-24 months.Careers will follow nonlinear trajectories requiring continuous adaptation.

No More Straight Line Career Paths

The priority is creating workplace cultures and systems where people can rapidly learn, adapt, and innovate together in a healthy environment - not rigid structures optimized for short-term extraction of value from human capital.This shift requires leaders to be more systems-oriented designers who build organizational resilience through unleashing human potential. Adaptability is the new competitive advantage.

The Bottom Line

Foundational - People who operate and execute the core functions of a company.Rotational - People who fulfill specialized roles periodically as needed by the organization.Contingent - People who provide niche skills and services for specific, temporary needs.Transformational - People who help guide organizational adaptation and strategic shifts.Executive - People who align and optimize the diverse talents within an organization.Organizations will rely on networks of specialized teams that form as needed from these talent pools.

The Five Types Of Talent Required 

In the past, many leaders focused on extracting maximum value and efficiency from processes and employees - often fostering competitive, non-collaborative environments.However, in a fast changing world, merely optimizing the status quo is insufficient. Leaders now need to enable continuous organizational learning, adaptation, and humane working conditions that bring out the best in employees.

Leaders Must Adapt To The New World


<ul><li>Automation tackles repetitive low-value work.</li><li>Algorithmic atomization handles mid-value predictable work.</li><li>The most valuable work requires complex human augmentation and collaboration.</li><li>Workers must continually upskill in technical and soft skills.</li></ul>

Upskilling And Reskilling For The Future


With constant change, vital skills expand beyond technical abilities.Workers need mental agility, social-emotional intelligence, creativity, judgment, sensemaking, and empathy to thrive in uncertainty.

The Job Requirements Of The Upcoming Era

In The Adaptation Advantage, author Heather McGowan examines how the pace of change in technology, business, and society requires organizations and individuals to become more adaptable. She provides guidance on how leaders and workers can develop the mindsets and skills to thrive in an uncertain future.

A guide for individuals and organizations navigating the complex and ambiguous Future of Work Foreword by New York Times columnist and best-selling author Thomas L. Friedman Technology is changing work as we know it. Cultural norms are undergoing tectonic shifts. A global pandemic proves that we are inextricably connected whether we choose to be or not. So much change, so quickly, is disorienting. It's undermining our sense of identity and challenging our ability to adapt. But where so many see these changes as threatening, Heather McGowan and Chris Shipley see the opportunity to open the flood gates of human potential—if we can change the way we think about work and leadership. They have dedicated the last 5 years to understanding how technical, business, and cultural shifts affecting the workplace have brought us to this crossroads, The result is a powerful and practical guide to the future of work for leaders and employees. The future can be better, but only if we let go of our attachment to our traditional (and disappearing) ideas about careers, and what a "good job" looks like. Blending wisdom from interviews with hundreds of executives, The Adaptation Advantage explains the profound changes happening in the world of work and posits the solution: new ways to think about careers that detach our sense of pride and personal identity from our job title, and connect it to our sense of purpose. Activating purpose, the authors suggest, will inherently motivate learning, engagement, empowerment, and lead to new forms of pride and identity throughout the workforce. Only when we let go of our rigid career identities can we embrace and appreciate the joys of learning and adapting to new realities—and help our organizations do the same. Of course, making this transition is hard. It requires leaders who can attract and motivate cognitively diverse teams fueled by a strong sense of purpose in an environment of psychological safety—despite fierce competition and external pressures. Adapting to the future of work has always called for strong leadership. Now, as a pandemic disrupts so many aspects of work, adapting is a leadership imperative. The Adaptation Advantage is an essential guide to help leaders meet that challenge.