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00:03Hello friends, my name is Ian Khan and welcome to the Future of Work Explained. In this short
00:09documentary we'll talk to some incredible experts from across the world and learn about the future
00:16of work. Now the future of work is something that's constantly evolving and a lot of different
00:21things are impacting the future of work. Some of these are technology, technologies such as
00:27automation, robotics, industry 4.0, all of these have an impact on the work we do. Many jobs are
00:36being outsourced, many jobs are automated and people are changing jobs as a result of that.
00:42There's a constant augmentation of the workforce which means we are seeing different roles evolve
00:49and many roles phase out with time. How does that impact what we do for work and how does that
00:56impact
00:57the workforce around the world? In different industries from accounting to manufacturing,
01:04in different industries such as space exploration or medical sciences, every job is changing a little
01:13bit every single day. In this documentary I present you perspectives that I gathered by speaking with
01:20all of these experts from everywhere and across the board. We have representation from the consulting
01:27side of the industry, from manufacturing and many others. First of all I'd like to say that as we go
01:36forward from an era that COVID-19 has created and as we head into a time where a significant change
01:44in work
01:45has taken place, we should recognize that having skills and changing skills and acquiring new skills
01:52should be a big part of what we do. You'll hear some of these things in the conversations that I'll
01:58present
01:58you in the next few minutes. But please take this doc, please take this documentary as a dipping of the
02:06toes
02:06into something that's constantly evolving. If you open the news you hear about the metaverse and many other
02:12technologies that are going to change the world and they will. The next 5, 10, 15, 20 years in our
02:21lifetime
02:21are going to radically and dramatically change the way we do things. And the reason for this is that
02:28change is a constant. Change has always happened and it'll continue to happen. So we shouldn't really
02:34be surprised if things change around us. And what is in our control is to change ourselves and to acquire
02:42skills that are used and can be used in the future. Without further ado, let's look at these conversations
02:49and see who's up first. When I reflect back on the last 12 to 18 months, we've seen massive change
02:58with
02:59respect to the nature of work and consulting. And the good news is as I sit here today, I'm so
03:06optimistic
03:06about the future. And that's because I think our profession has demonstrated amazing resilience over
03:13the last 12, 18 months. If you and I had had this conversation a year ago, I think we would
03:22have had
03:22legitimate questions about how do you move a profession that is largely in person sitting side by side with
03:33their teams and their clients each and every day to 100% virtual by way of delivery of the services,
03:42hiring of new team members, onboarding of new team members, and the development of our teams.
03:49I think just like the rest of the economy, manufacturing has changed dramatically because of the pandemic.
03:54I think it's how we work. The majority of manufacturers stayed open throughout the height of
03:59closures and when the economy kind of came to a pause in the spring of 2020. Most manufacturers
04:06remained open because, of course, they were part of this essential response. And not only the consumer
04:12goods we needed, the PPE, all of the other protective equipment, but everything we need to live our lives.
04:19And so manufacturing remained open, but how we worked was different. So, of course, production teams needed to
04:25be on the floor. But those who could be remote, companies made a really concerted effort to use
04:30new technology to allow some of their workforce to be remote so that they were able to keep those who
04:36had to be in on the production floor safe. And so I think the adoption of technology of remote work
04:43really accelerated in manufacturing just like it did throughout most of the economy. One of our biggest
04:48challenges in the sector is this antiquated idea of manufacturing. I think people have this, you know,
04:53we go out and do research on this and and people have this idea of like it's a b-roll
04:58from the 50s,
04:5960s, 70s, whatever your generation is, what seemed like old, old movie b-roll to in your mind and that
05:05it was very manual and manufacturing is hardly that anymore today. And it is very automated. It has a lot
05:12of technology and it has people working alongside the technology, the automation that has come on
05:18to make us be more productive. And that replaces tasks, not jobs. And that is what has truly, I think,
05:26accelerated in the last several years. COVID was interesting. We weren't sure at the beginning if
05:32projects, if more automation was going to be invested in because of COVID, because of the physical
05:37distancing. And yet what we found is projects that were already online continue to pace. I think the
05:42onboarding of new technology is a tremendous benefit to our older workers, our more mature
05:48and skilled workers. Let's face it, it's going to allow people to stay in the workforce longer.
05:53I have tons of stories and examples of companies that have brought on new technology that's allowed
05:58an older worker to be able to continue in their job because now they're operating the machinery,
06:03not actually doing doing something themselves. Older workers are able to then engage the millennials and
06:08the Gen Zs with some of the ways that things are done, the unwritten rules, the things that you learn
06:13just through experience. And that is strengthening. So we've seen through our research at the Manufacturing
06:19Institute that workers are actually able to stay longer because of new technologies. And companies
06:25are constantly, you know, education is not a destination. It is an ongoing process in careers today,
06:31particularly in manufacturing. Our technology is evolving annually. Every year there's new things
06:37coming on, new ways to do things that are faster, better, you know, stronger, but also more efficient
06:42so that we can keep production here. You know, we always had this mentality of, you know, I want this
06:48person as a direct report to me to be at headquarters so that I can see them, I can be
06:52with them every day.
06:54I fundamentally changed my opinion about that. Having you have to go to an office eight to five every day,
07:00seven, you know, five days a week, I think those days are long gone. The idea of this 40-hour
07:08five-day work week with the two-day weekend, it's such an old concept. You know, the genesis of that
07:14has so much to do with, you know, our lives in the agricultural world and some religious
07:21connections. There's a whole range of reasons that in a very diverse world and progressive world
07:30are probably not that relevant anymore. Well, to me, the last one and a half years is an
07:37acceleration of a trend that was really already going on, going back to maybe 2008, which was the
07:45digitization of work, the use of AI and software and mobile apps and video and social networking.
07:55But then the pandemic pretty much taught us that this digital stuff is much, much more powerful than
08:05we realized, and that people can work in any location and be very, very productive. Probably
08:13for the first 30 to 60 days, many companies were paralyzed. And then we realized that this pandemic was
08:21going to last longer than originally thought. And so people started looking at the white space and
08:27understanding what can we really do differently. Probably the first thing that happened was the
08:32embrace of technology. The companies that were farther along their technology roadmap were the first to
08:40start moving again. And by that, I mean, they had teams in place, they had Zoom in place,
08:45they had Miro, they had other tools that allowed their workers and vendors to work collaboratively
08:54through technology. We first look at the past. We look at what the future of work was in the past
09:02and how work was done in the past. We're not going to go too deep into history, but getting some
09:08perspective on how things were done will really help go forward.
09:13I've spent the last year and a half finding the best talent I could find wherever they live
09:18and hire them wherever they are. And I think many companies, I think smart CEOs are going to
09:23take that same approach. There are many technologies that are out there today that are ways that teams
09:31can spend time together and interact with teams and share content with each other in a meaningful way.
09:38One of the things that I think has shifted most dramatically is the use of video covers. And so
09:46we and our clients have the capability to use it at this level for a significant period of time.
09:53But in many companies, it just wasn't the norm. Whereas today it is much more the norm. And I think
10:00what
10:00we're finding is that through these capabilities, we actually can collaborate together really well.
10:08And so that means we've got more choices with respect to when we need to be in person
10:15and when we can be virtual, which I think is wonderful.
10:18The nature of work is changing. Americans, for example, North Americans are increasingly freelancing,
10:24right? They're not even part of an organization. The data is quite remarkable. It's now in the 35,
10:31almost 40 percent of Americans are freelancing. So work is always evolved. Let's recognize that.
10:37This is the idea that a job that you were doing today might not be relevant in five years is
10:42not
10:42necessarily a new concept. What we can say, though, is the frequency and the velocity
10:48by which the workforce is changing is different than it was in previous generations. What is the
10:56biggest risk to enterprises today? My answer is sometimes surprising. My answer is relevancy,
11:02you know, because the ability for that sort of startup to enter your space and effectively destroy
11:10your business in a short amount of time is higher than it's ever been. So you've got to be continuing
11:15to
11:15reinvent and rethink. I think work is no longer a place. It's a thing you do. And sometimes there's
11:24a place involved. Sometimes there's not a place involved. And I think that's now become very clear
11:29to every company. You know, one of the big changes, Ian, that I've seen in the workforce in my career,
11:34and I'm in my mid-60s, is if you go back to, you know, the 70s and the 80s, work
11:40was all about conforming.
11:42You're going to be like everybody else. And the more you can be like everybody else, the better
11:47you're going to perform in your career because the company is expecting conformity. We talk about
11:52the future of work, but I really think it's the now of work. Now the theme is radical flexibility.
11:58Not only where work gets done, but how it gets done and by whom. And I mean that companies now
12:05are
12:05really rethinking their human capital supply chains and bringing strategies that are much more agile
12:14and flexible and based upon skills needed versus full-time equivalent roles. There's a saying that
12:23baby boomers used to fit life into work and today it's the opposite. Today we fit work into life. We
12:32had
12:32some employees that lived out of an RV and worked from national parks. They could because they had
12:40the talent set that was so in demand they knew they could stay busy as long as they could find
12:45wi-fi.
12:46That's a completely different paradigm than 30 years ago when an employer would have offered a job,
12:52would have been in one specific location, and would have had required hours. That just doesn't
12:59happen today. 40% of the workforce is thinking about quitting their jobs, okay? Every employer is going
13:06to have to deal with that reality. The talent has learned through the pandemic that they want different
13:14things from the employer-employee relationship. So thinking about how we build work that is productive,
13:22that's meaningful for people, and rewarding, I think is where we should be focusing our efforts in terms of
13:31what's our vision for the future of work and then what do we need to do to bring that to
13:34life. Work is a very human
13:37endeavor and work is shaped by humans, right? It's sort of our choices. What are the incentives and norms we
13:45have around work?
13:46What are our expectations and how do we shape business policies, public policies, and our own practices?
13:58It's going to be a while before people feel like the normal is to go to the office instead of
14:04stay home.
14:05I adamantly believe that technology amplifies human nature. You hear stories of people that are on Zoom
14:13meetings from six in the morning till eight o'clock at night. Well, that's a choice that they've made.
14:17And so Zoom, i.e. the technology in this case, is just amplifying their own behaviors. And so I think
14:25we'll actually get greater transparency into the behaviors of our workforce. Now let's look at the
14:31present. Look, let's look at the current times where we live. Times that are shaped by massive change
14:39across the world, whether it's social economic reasons, whether it's the pandemic or wars that
14:47are taking place, whether it's social unrest or changes that emerging technology is bringing. The
14:54present is constantly changing. Let's look at some of the comments on the present.
14:59I think thinking too short term, you know, nothing's going to change that quickly in the next year or two
15:05or three. Well, you know, these trends are happening over, I would say we'll see the significant
15:11changes in sort of more the decade, decade time horizon and beyond. There's no doubt that remote
15:19working is here to stay working from home or WFX working for from anywhere is sort of a new mantra.
15:29The cost of working has been enormous to mental health, of course, physical health, still a lot
15:37of danger to a lot of jobs. People aren't satisfied, people aren't happy a lot. So, you know, how we
15:46design
15:46and deliver working really does ultimately reflect on whether we are happier as humans.
15:55The 99% of employees want to do the right thing. They want to be successful. They want to get
16:02promoted.
16:02They want to get a raise, want to help their peers. So just because somebody maybe couldn't come into the
16:09office or is working at home for their own choice doesn't mean they're not doing the job. You know,
16:15we're in a very tight labor market and it's getting worse. So it isn't really so much of a choice
16:22anymore.
16:22It's really a decision of how much flexibility you want to offer people. And if you do it in a
16:29trusted
16:30way where the employees feel that they are trusted and not monitored and micromanaged, you know, they'll
16:37abide by the policies and usually do a great job. So how do we think about different structures
16:44that would encourage companies to engage people in the work? It's something tech technology companies use
16:51regularly, right? They have, you know, ways that they give people equity in the in the firm and that sort
16:58of thing.
16:58So so can we think about different ways to sort of expand that so that there's sort of more of
17:03a shared
17:03stake in the success of of different kinds of enterprises? But I do see a trend of people trying to
17:11take less of a atomized view of work and more of a holistic view of sort of how do we
17:17design work for
17:18people again and and not think of people and robots as being the same.
17:22I thought this change that we have gone through would have happened many years ago because the
17:29inefficiencies of going to an airport and climbing on a plane and all the time lost getting from to
17:34and from places to commute time. It can be so much more productive with all of the technology that exists
17:41and is ever changing now. One issue that I see for the future is how do you deal with balancing
17:47isolation and yet keeping an engaged and productive workforce. Innovations are also accelerating and
17:55when innovations converge and have societal impact that progress is deflationary. That's why we all walk
18:04around with billion dollar computers in our pockets today called smartphones. What some people are referring
18:10to is return to work is actually going to be more difficult than the abrupt chains that we all faced
18:18when we left work to go to our virtual space. The shift in March, we all had no choice. It
18:26was sort of like
18:27abandon ship. You you had to get into the life rafts. You had to go home and you had to
18:34figure out how to work
18:36from home and we all did that. This is different. Now we're all coming back voluntarily and and each
18:47person is going to have different views on what they are willing to do in this volunteer world coming
18:54back. Challenges. There are countless challenges when it comes to the future of work. We have to observe
19:03and record and record and see what are these challenges and how can we overcome them. Every
19:11industry has some challenges. Some industries have challenges of not being able to attract the right
19:17talent. Some have the challenge of not being able to produce goods and equipment. Some have other
19:24challenges such as not being able to grow. Let's look at some of the challenges that we face right now
19:31because of the changes to the future of work. So if we look three to five years from now,
19:40we will have experienced greater advancements in artificial intelligence and machine learning,
19:47advancements in edge computing, 5G networks, having sensors everywhere. And so while I think that we will
19:56reflect on the massive amount of change that happened in the last year and a half, I think it's just
20:03the
20:04beginning of this rapid pace of change and how technology changes how we all live. In sort of the decade
20:12ahead of us, I think we're going to see significantly more freelancers. If we're at 40% now, could we
20:21see
20:2160% of the workforce being in the sort of freelance economy? It's possible. For a long time now, it's
20:30become clear that people are having several different types of jobs. What we're now going to see are people
20:36that, you know, may have been a lawyer until they were 28. And then at 29, they become a software
20:44engineer,
20:44you know, and maybe by the time they're in their 40s, they decide to be an actor perhaps. So this
20:52idea
20:52that we'll have multiple jobs is going to be much more common. So your job may be going away or
20:58you
20:59could feel that it's in less demand and you could feel at risk. So if you are looking at that
21:05thing that
21:05excites you, that next interesting job, you know, be learning for us, be learning for us. What kind of jobs
21:11will be
21:11opened up as a result of maybe cryptocurrency or blockchain, right? What kind of jobs will be
21:17required in the world of increasing use of artificial intelligence? Yeah, AI is going to displace workers,
21:22but it's also going to create work. But basically, what we now know is that automation creates jobs,
21:29it eliminates some work, but it creates new opportunities, new roles, higher value work. So
21:36we don't need to be worried about robots taking jobs away from us. The future of work is much more
21:42of us using machines in new ways, giving up the more routine approaches to many, many things and just
21:50taking advantage of the technology that's available. So one of the things that's going on in the future
21:55of work is accommodating the individuality of each worker and finding ways to embrace that and support
22:03that, despite the fact that the work has to get done and the company has to move ahead. I believe
22:07it's a balance that we need going forward. We'll have great tools to enable our work, but we still
22:15need human connection, we still need collaboration, we still need to bring judgment and empathy to the
22:23work we do, I think to create the best solutions moving forward. I mean, in our organization, we talk about
22:29building what we call the power of human competencies, which are things like creativity, radical listening,
22:40communication, empathy, all of those talents are things that will become more and more important
22:47as we need to work together as humans in concert with the technology that enables our job. We know that
22:54the manufacturing companies are investing in their workers and doing so because they know that when they
22:59have a higher skilled job that they need to fill, their best applicants are going to be their own
23:04workforce that they raise up through new upskilling. And so I think we need to have a mind shift. It's
23:09no longer you have one job your whole career, even if you stay with one company, is that you're continually
23:14evolving through education, through upskilling, and the sky's the limit. So I think skills will become even
23:21more essential than just having people. You need people with the right skills and we need to change our
23:26mindset around that. And I think what we'll see is more innovation and more excitement. What I see
23:32today coming to life for the future, using AR and VR as a daily occurrence, it's not a video game,
23:39it is actually part of your job. And that I think is going to be really exciting to this next
23:44generation
23:44coming up. I'm going to hopefully be one of those people that tries to stay in an environment where we
23:50kind of have a remote first mentality. And it has a lot to do with hiring the best talent and
23:55using
23:56technologies like Zoom in order to optimize, you know, the interactions with people not having to
24:02show up in an office. And then building a model where we will have shared workspace where needed in
24:07cities where we have a few people that can work together, teams that need to spend time together.
24:12Now that there's greater comfort with using remote workers, I think we will see a normalization or
24:21maybe a harmonization of global wage scales for certain white collar work. I'm going to say we're
24:27out of the woods as it relates to significant pandemic exposure, well beyond just COVID-19,
24:34but other pandemics, etc. In two years, you could probably see a much greater return
24:39to the work, to the cities and to the office buildings. Those companies that decide to harness
24:44the power of knowledge that exists beyond what they thought of as their four traditional walls,
24:49that's who's going to win. You're seeing it in the tech companies. Some of the greatest
24:52innovations on the planet are coming from open source technology. If you can work remotely,
24:57you can work as a digital nomad provided the technological infrastructure is capable of supporting
25:04connectivity. So I do think that in terms of the worker choosing where they want to work, it's a
25:13remote job function. They will be able to do that. I also believe that governments will make sure that
25:20they get their piece of tax revenue. And so we're just on the front end of how will various governments
25:29tax tax digital nomad economic flows. In the next two to five years, I think there's literally going
25:36to be a war for talent. The first thing I would say is to understand that not only change is
25:44going to be
25:45forever, but the pace of change is increasing. I believe that what people really need to understand
25:52about change is it is going to not only be perpetual, but the rate of change is going to increase.
26:00The future, they say, is already here. Foresight experts and futurists talk about many things
26:09that emerging technology will change, social and political changes will change, and how we can shape
26:17the future to foresight. Now, the future is also something we can act towards by proactively doing
26:26things that can help us get where we need to be in the future. Here are some of the observations
26:33that
26:34our esteemed list of guests has when it comes to the future. If you don't have an abundance of curiosity
26:42and a willingness to dig in and learn, you're not going to be able to keep that step ahead that
26:49you
26:49need to be able to keep. If we're going to work from anywhere or even, you know, even at the
26:56minimum
26:56work from home, we have to have good connectivity. You know, the emergence of fifth generation of cellular,
27:02which is really a game changer. Once that is deployed in a saturated way in our urban environment,
27:11our flexibility of where we work and how we work and what we work on is going to change.
27:17What we do is changing. Technology is shaping the human experience, right? We want more digitalization.
27:25We want more online access to services and products. We want them delivered. So we are encouraging sort of
27:35the delivery infrastructure, which is creating opportunity plus, you know, jobs in the gig economy,
27:42of course. Learning is essential to business success. Most successful companies are learning all the time.
27:49They're learning how to be better at what they do today. They're learning how to add value in unique
27:54ways. They're learning what the customers want next. They're learning about technologies and how they can
28:00automate and improve business processes. So if you're not learning as a company, you're probably
28:08falling behind. You know, you can look at management in two ways. Number one, get the job done. Hit your
28:16numbers and you'll be rewarded. Number two, take care of the people, grow the people, build the people for
28:22the rest of the organization. And I think more and more companies are pushing to the second, where the role
28:28of
28:28management isn't just to execute, but also to build people's skills and capabilities so they can be
28:36better capable of doing new things inside the company. Those are the companies that have been
28:40around a long time and last different business cycles. They're learning organizations. You know,
28:46I'm in my sixties and I have no problem learning about new technology. I grew up with, you know,
28:52pre-PC days. I think most older people are just as happy to learn about technology as young people,
29:00but they might need a little more help. They didn't grow up with social networks. They didn't grow up
29:05with mobile phones their whole life and they might be intimidated, but they'll pick it up. I think the
29:11the real sort of message to older workers is, you know, number one, take the time to learn about the
29:21tools at work. Get your human resources or people organization to think more creatively about the
29:28engagement model with talent, because no longer will every person delivering value to the organization be
29:36an employee. It might be a freelancer. It might be a gig worker that works for another organization
29:43and receives benefits from that organization. There will be many ways that you build out your talent
29:50fabric and the people organization of these companies needs to be ready for that. I would advise young
29:58people to really kind of have a breadth of sort of disciplines that they're at least have some passing
30:05familiarity with. Find your, certainly find your the one that you really like and dive into that, but
30:12you know, I think having sort of this breadth of vision and not pigeonholing yourself too quickly.
30:19As a leader, I've lived with the notion in that, you know, I call it, you know, you have to
30:26let people work
30:27when they need to work and be, do whatever else they need to do whenever else they need to do
30:32it.
30:33And I've been doing this for years. You know, when you have kids, they have things they need to do
30:38in
30:38the afternoon. It's again, it's around achievement. It's not when you do it, the completion of the achievement.
30:44What I'm doing is I'm fractionalizing what most companies would say is their most valuable asset,
30:49which is human capital. So we're fractionalizing the work day and the career for the individual worker,
30:55and we're fractionalizing the workforce well beyond the full time employees for the enterprise. That
31:03fractionalization is going to drive liquidity into the hottest skills and capabilities and they'll be
31:09market price.
31:09So my advice would be, in addition to trying to make sure you have the model right, is really working
31:20through the rank and file of the organization to make sure that there is buy-in, that there's acceptance,
31:28and that there is the true appreciation for why a specific model was selected.
31:36Recommendations. So far, we've seen what the past of work seemed like, what the present is,
31:43what challenges we face, and what the future looks like. Here are some recommendations on what we
31:50should be doing. What are some of the things that we should maybe incorporate in our industries,
31:56in our work, in our capacities as leaders and professionals, and maybe create a better future
32:04for work, for ourselves in the future.
32:07My biggest advice for people would be to actually follow the lead of what some of the young people
32:15in the workforce have proven to us that works, and that is be a self-learner. What I've learned from
32:23younger workers is don't wait for the organization to teach you how technology works. There is ample
32:35opportunity to literally just go on the internet and find self-help to be able to learn how to use
32:45technology. So take some responsibility on your own. We often talk about how young people sort of pick
32:54this up naturally, and one of the reasons they do that is they're not afraid of going and looking for
33:02the answer and trying to figure it out. And I think those of us in the older generation could learn
33:09a lot
33:10from that. Involve as many diverse voices in the change process as you can.
33:18Where I hope things are going is a really nice balance for people so that we've got the human
33:27interaction that we were so used to in the past, coupled with using technology in order to be able
33:36to have the balance that we talked about. We need to build an infrastructure that allows people to
33:41easily access the internet. And by the way, we've got to get another few billion people onto the internet,
33:46right? Today the number is about 60% of the world is connected. I think the number is even maybe
33:55into the 60s, because we're connecting people rapidly. But in a world of almost 8 billion people,
34:02you know, that means there's still a few billion people that woke up this morning and don't have
34:07access to all the benefits of the internet and hyper-connectivity. You know, one of the things
34:12I've learned in my career is, you know, every day there's something in the technology environment
34:18that's difficult or doesn't work right. If I don't stop and figure it out later, I suffer more. So
34:25every each one of us has to take a little bit of extra time and learn how to use the
34:30tools we have.
34:31The second thing is for older people, you know, people are living longer. So you may feel like
34:37you're the old guy or the old gal and, you know, maybe you're fading out. You're probably not. You're
34:44probably more essential and more important as a mentor, as a coach, as an expert than people may
34:53realize and that you may realize. And I think old people need to just kind of have a young attitude
34:58about their jobs and that will make it easier for them to learn new things and feel comfortable
35:03about some of these intimidating new technologies that really aren't that hard to learn once you just
35:09roll up your sleeves and get involved. We're going to be working in different places using
35:14different tools. There'll be virtual reality. There'll be voice recognition. There'll be facial
35:18recognition. We'll be doing video conferencing. We'll have all sorts of intelligent agents.
35:24Things will be recommending what to do and what not to do. And we need to just be comfortable with
35:30that.
35:30And you don't have to be a software engineer to be comfortable with tools. 90% of the jobs in
35:37the
35:37economy today are service jobs. We have become a service economy. There are very few highly routine
35:46manual labor jobs left. They're there, but there aren't very many of them. And what that means is
35:52that employers are beginning to realize and need to realize that the way they treat people and the
35:57quality of the work experience and the quality of the jobs is essential to their success as a company.
36:05You know, Southwest Airlines isn't a great airline because they buy great planes. They're a great
36:11airline because people love working there. And as an outcome of loving working there, they love the
36:18customers and they love the passengers and therefore they are a great company. That is true in every
36:23single organization I've ever talked to. I think even older workers, and I'm a baby boomer, understand that
36:32choices are different today. And even the baby boomers don't want to return to the office nine
36:37to five anymore. So we need to bring an attitude of change. We need to embrace that. We need to
36:42learn
36:43and we need to have a commitment to learning moving forward. I guess it's the same advice everybody sort
36:48of says is sort of, you know, learn a bunch of things and then find the thing that really, really
36:55works for you.
36:55Friends, thank you so much for your time. I really, really appreciate it. I hope this documentary provided
37:02some guidance and some idea on where we are headed. There's so much more to talk and we've just
37:09barely scratched the surface today. I hope you continue this journey and learn more about the
37:15future of work. You can contact anybody who was in this documentary or reach out to me and I'll do
37:20the
37:21introductions. The future of work is something we have to work on. We have to create and proactively
37:27be a participant in. I wish you all the best for your organizations, your governments, your entities,
37:34your businesses, and your careers. Have an amazing future and take care of yourself.