Donald Clark shows how WildFire, a machine-augmented instructional content development system, saved significant time and money to develop a global training program.
“We used an AI tool to deliver a project to a large multinational (TUI) with £16 billion in revenue. The project delivered 138 modules on the locations for its holidays, flights, airport codes and so on. Recognising that they could never have produced content on this scale and timescale, as the estimated costs for external development were just under £500,000, and it had to be delivered in weeks not months, they opted for WildFire. This uses AI to create content in minutes not months, along with supplementary curated content, also selected by AI. —Donald Clark
The future of work will more and more be human creativity augmented by the diligence of machines. New business processes will be developed to take advantage of both people and software. If you are not looking at ways to augment what has traditionally been human work, you and your business will likely be left behind. Businesses have to embrace automation and foster creativity.
“Creativity is a conversation — a tension — between individuals working on individual problems and the professional communities they belong to.” —David Williamson Shaffer
“Creativity shouldn’t — can’t — be a luxury, though. It can’t be something that we bring to a problem only when we have the space and time for it, because more often than not, we will be in situations where we lack both. We need to find ways to build it into the DNA of our working lives so that it becomes a part of who we are, not something we do only when the circumstances are ‘right’. This is our only security in a world that shifts constantly, demanding of us new ideas and the ability to adapt to changing circumstances.” —Michele Martin
Machine-assisted processes can maximize repeatable processes so that people focus on the barely repeatable work requiring creativity and intuition. However, barely repeatable work cannot be neatly put into a job description. One of the key constraining work concepts for a creative network economy is the JOB. The core assumption of the job, that it can be ‘filled’ — just like the minds of learners — needs to change. It presumes common skills and the mechanistic view that workers can be replaced without disruption. But complex work requires more creativity, and confining individual creativity within the bounds of a mere job description is debilitating. Structured jobs suck individual creativity and create an organizational framework that discourages entrepreneurial zeal.
First we kill the jobs, then we unleash the creativity.