You might even say that we'll have net negative automation if we define automation in terms of eliminating knowledge work jobs. But the opposite is likely to be true: there will be 3 to 4 times as many. Think about that: if we were automating knowledge work faster than we were creating jobs, then there would be net fewer knowledge workers by, say, 2050. I expect that by the time I die, there will be 3 to 4 billion knowledge workers. Has the number of knowledge workers been rapidly shrinking due to automation? No, it's been rapidly growing, and I expect that trend to continue throughout my lifetime. Does that make sense?! That means that 7 out of 8 people are doing something physical, not something digital. Today there are only 1 billion knowledge workers worldwide, only 1/8th of the population. Thankfully, if you evaluate this claim objectively, it falls apart: the trend races in the opposite direction. As a renaissance humanist, I find this vision inherently loathsome. Pedraza: If you listen to the "AI" hype machine long enough, you'll come to believe that most jobs are going away in our lifetime, ushering in a UBI nanny-state. The more complicated a process becomes the smaller its scale, the faster its iteration cycle - the more impossible it becomes for these dinosaurs to keep up.ĭaso: How does the growth in knowledge work shape the complexities of its resulting business processes? BPOs can only support relatively simple, large-scale industrial processes. When we make it Cheaper - by increasing efficiency to improve our Margins while also decreasing your unit Prices (win/win) - you delegate more.Ī great example of this: BPOs won't support individual knowledge workers and small teams with their processes - you iterate too quickly for them to keep up, and you're too small for them to make money on. When we make it Better and Faster - by increasing Convenience, Quality, Speed, Flexibility - you delegate more. Our business model is designed to align incentives with our clients: we need Better, Faster, Cheaper, just like you do. Invisible has operational excellence and automation in its DNA. Practically overnight, your process will be running on our Digital Assembly Line, and we'll be using a combination of operational excellence and automation to drive down unit costs over time. We make it easy to delegate your work - on a Zoom call, on our app, or over email. Invisible is pioneering a new approach - combining outsourcing and automation - called Worksharing. Even the best software tools introduce their own inefficiencies: there's an app for everything, so why isn't everything perfect yet!? (Hint: Usage Costs.)īefore Invisible, there were only two approaches to making companies more efficient: operational efficiency (which gave birth to Business Process Outsourcing) and automation (which gave birth to RPA and other tools). We're never going to automate the economy fully: the Wand (technology) will never replace the Wizard (the human user). But in my opinion, this is a false messiah. Software is the opposite extreme of efficiency: once a process is fully automated, 0 employees are needed.
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