Workforce Of The Future Quotes

By the time these students enter the workforce, many of the jobs they will apply for ill be in industries that don't even exist yet. That's a hard future to prepare someone for. Teachers have their sights set on the real goal: not to produce Ivy League graduates, but to encourage the development of naturally curious, confident, flexible, and happy learners who are ready for whatever the future has in store.

It is inevitable that machines will one day become the ultimate enemies of mankind. We are not evolving or progressing with our technology, only regressing. Technology is our friend today, but will be our enemy in the future.

In another thirty to fifty years, the demand for cheap labor will have produced even more machines over the employment of actual humans. And in that time frame, humans will have lost their voice, their power, all freedoms, and all worth. It is inevitable that machines will one day become the ultimate enemies of mankind. We are not evolving or progressing with our technology, only regressing. Technology is our friend today, but will be our enemy in the future.

Google gets $59 billion, and you get free search and e-mail. A study published by the Wall Street Journal in advance of Facebook’s initial public offering estimated the value of each long-term Facebook user to be $80.95 to the company. Your friendships were worth sixty-two cents each and your profile page $1,800. A business Web page and its associated ad revenue were worth approximately $3.1 million to the social network. Viewed another way, Facebook’s billion-plus users, each dutifully typing in status updates, detailing his biography, and uploading photograph after photograph, have become the largest unpaid workforce in history. As a result of their free labor, Facebook has a market cap of $182 billion, and its founder, Mark Zuckerberg, has a personal net worth of $33 billion. What did you get out of the deal? As the computer scientist Jaron Lanier reminds us, a company such as Instagram—which Facebook bought in 2012—was not valued at $1 billion because its thirteen employees were so “extraordinary. Instead, its value comes from the millions of users who contribute to the network without being paid for it.” Its inventory is personal data—yours and mine—which it sells over and over again to parties unknown around the world. In short, you’re a cheap date.

With everything women of color already deal with at work just to gain a little respect, I can’t help but fear the future of the workforce for women of color. Women of color have been dealing with so much shade that many are leaving the workforce altogether to start their own companies. If women of color leave the workforce before their time, I fear we won’t influence the companies that need us most.

The world will not be destroyed by those who do evil, but by those who watch them without doing anything. - Albert Einstein

In fact, advancing technology has already had a dramatic impact on Chinese factory jobs; between 1995 and 2002 China lost about 15 percent of its manufacturing workforce, or about 16 million jobs.9

Growth in median incomes during this period tracked nearly perfectly with per capita GDP. Three decades later, median household income had increased to about $61,000, an increase of just 22 percent. That growth, however, was driven largely by the entry of women into the workforce. If incomes had moved in lockstep with economic growth—as was the case prior to 1973—the median household would today be earning well in excess of $90,000, over 50 percent more than the $61,000 they do earn.

I believe we can be serious and optimistic. I believe we can recognize the overwhelming odds against us and forge coalitions that overcome the odds. The point of beginning is not political strategy. It is a shared sense of necessity, an understanding that we must act. I believe that Americans, battered by job losses and wage stagnation, angered by inequality and injustice, have come to this understanding. I hear Americans saying loudly and clearly: enough is enough [. . .] When we declare, "Enough is enough," we are demanding a country and a future that meets the needs of the vast majority of Americans: a country and a future where it is hard to buy elections and easy to vote in them; a country and a future where tax dollars are invested in jobs and infrastructure instead of jails and incarceration; a country and a future where we have he best educated workforce and the widest range of opportunities for every child and every adult; a country and future where we take the steps necessary to ending systemic racism; a country and a future where we assure once and for all that no one who works forty hours a week will live in poverty [. . .] When we stand together there is nothing, nothing, nothing we cannot accomplish.

the American workforce—earned about $767 per week in 1973. The following year, real average wages began a precipitous decline from which they would never fully recover. A full four decades later, a similar worker earns just $664, a decline of about 13 percent.

It is unfathomable that black parents would continue to put their children’s future at risk by pledging allegiance to abysmal public schools when the option to drastically improve their educational circumstances sits before them. It is even more unfathomable that liberals would ask them to. Is it not ironic that the same people who claim the American workforce is racist and that black Americans have a harder time securing jobs and moving up the corporate ladder would at the same time do all they can to prevent workplace preparedness by advocating against the best available paths for education? It is too often the case that those with the loudest voices against school choice are the very same Democrats who send their own kids to private schools. Their astounding hypocrisy is evidence of a more sinister intention, I believe. Perhaps Democrats simply understand that uneducated black children transform into uneducated adults, and uneducated adults are far more easily controlled by mass propaganda than those who think critically for themselves.

I do not see anything especially dystopian in offering some relatively unproductive people a minimum income as an incentive to leave the workforce. As long as the result is more opportunity and higher incomes for those who do want to work hard and advance their situation.

Over the years I have read many, many books about the future, my ‘we’re all doomed’ books, as Connie liked to call them. ‘All the books you read are either about how grim the past was or how gruesome the future will be. It might not be that way, Douglas. Things might turn out all right.’ But these were well-researched, plausible studies, their conclusions highly persuasive, and I could become quite voluble on the subject. Take, for instance, the fate of the middle-class, into which Albie and I were born and to which Connie now belongs, albeit with some protest. In book after book I read that the middle-class are doomed. Globalisation and technology have already cut a swathe through previously secure professions, and 3D printing technology will soon wipe out the last of the manufacturing industries. The internet won’t replace those jobs, and what place for the middle-classes if twelve people can run a giant corporation? I’m no communist firebrand, but even the most rabid free-marketeer would concede that market-forces capitalism, instead of spreading wealth and security throughout the population, has grotesquely magnified the gulf between rich and poor, forcing a global workforce into dangerous, unregulated, insecure low-paid labour while rewarding only a tiny elite of businessmen and technocrats. So-called ‘secure’ professions seem less and less so; first it was the miners and the ship- and steel-workers, soon it will be the bank clerks, the librarians, the teachers, the shop-owners, the supermarket check-out staff. The scientists might survive if it’s the right type of science, but where do all the taxi-drivers in the world go when the taxis drive themselves? How do they feed their children or heat their homes and what happens when frustration turns to anger? Throw in terrorism, the seemingly insoluble problem of religious fundamentalism, the rise of the extreme right-wing, under-employed youth and the under-pensioned elderly, fragile and corrupt banking systems, the inadequacy of the health and care systems to cope with vast numbers of the sick and old, the environmental repercussions of unprecedented factory-farming, the battle for finite resources of food, water, gas and oil, the changing course of the Gulf Stream, destruction of the biosphere and the statistical probability of a global pandemic, and there really is no reason why anyone should sleep soundly ever again. By the time Albie is my age I will be long gone, or, best-case scenario, barricaded into my living module with enough rations to see out my days. But outside, I imagine vast, unregulated factories where workers count themselves lucky to toil through eighteen-hour days for less than a living wage before pulling on their gas masks to fight their way through the unemployed masses who are bartering with the mutated chickens and old tin-cans that they use for currency, those lucky workers returning to tiny, overcrowded shacks in a vast megalopolis where a tree is never seen, the air is thick with police drones, where car-bomb explosions, typhoons and freak hailstorms are so commonplace as to barely be remarked upon. Meanwhile, in literally gilded towers miles above the carcinogenic smog, the privileged 1 per cent of businessmen, celebrities and entrepreneurs look down through bullet-proof windows, accept cocktails in strange glasses from the robot waiters hovering nearby and laugh their tinkling laughs and somewhere, down there in that hellish, stewing mess of violence, poverty and desperation, is my son, Albie Petersen, a wandering minstrel with his guitar and his keen interest in photography, still refusing to wear a decent coat.

Mainstream economists have for generations made the same argument about the supposed danger that automation poses to labor. If some jobs are automated, they argue, labor is freed up for other, new, and perhaps better kinds of work. They point to agriculture, which once occupied most of the workforce but now occupies only about 2 percent of it in a country like the United States.

When historians write the epitaph for neoliberalism, they will have to conclude that it was the form of capitalism that systematically prioritized political imperatives over economic ones. That is: given a choice between a course of action that will make capitalism seem like the only possible economic system, and one that will make capitalism actually be a more viable long-term economic system, neoliberalism has meant always choosing the former. Does destroying job security while increasing working hours really create a more productive (let alone innovative, loyal) workforce? There is every reason to believe that exactly the opposite is the case. In purely economic terms the result of neoliberal reform of labor markets is almost certainly negative—an impression that overall lower economic growth rates in just about all parts of the world in the eighties and nineties would tend to reinforce. However it has been spectacularly effective in depoliticizing labor. The same could be said of the burgeoning growth in armies, police, and private security services. They’re utterly unproductive—nothing but a resource sink. It’s quite possible, in fact, that the very weight of the apparatus created to ensure the ideological victory of capitalism will itself ultimately sink it. But it’s also easy to see how, if the ultimate imperative of those running the world is choking off the possibility of any sense of an inevitable, redemptive future that will be fundamentally different than the world today must be a crucial part of the neoliberal project. Antithesis Yet even those areas of science and technology that did receive massive funding have not seen the breakthroughs originally anticipated

Animals, including people, fight harder to prevent losses than to achieve gains. In the world of territorial animals, this principle explains the success of defenders. A biologist observed that “when a territory holder is challenged by a rival, the owner almost always wins the contest—usually within a matter of seconds.” In human affairs, the same simple rule explains much of what happens when institutions attempt to reform themselves, in “reorganizations” and “restructuring” of companies, and in efforts to rationalize a bureaucracy, simplify the tax code, or reduce medical costs. As initially conceived, plans for reform almost always produce many winners and some losers while achieving an overall improvement. If the affected parties have any political influence, however, potential losers will be more active and determined than potential winners; the outcome will be biased in their favor and inevitably more expensive and less effective than initially planned. Reforms commonly include grandfather clauses that protect current stake-holders—for example, when the existing workforce is reduced by attrition rather than by dismissals, or when cuts in salaries and benefits apply only to future workers. Loss aversion is a powerful conservative force that favors minimal changes from the status quo in the lives of both institutions and individuals.

Even if America brings in five hundred thousand new migrants per year, in 2030 its GDP will still be $1 trillion smaller than it was in 2020.2 And right now, even half a million migrants would be a big stretch. After five consecutive years of gaining more than 1 million new migrants annually, net migration plummeted in 2019 to just over two hundred thousand. America isn’t even taking in enough migrants to replace its existing workforce: More than 1 million baby boomers (out of 80 million) are retiring each year, hence almost all counties are suffering a decline in the number of workers.3 Given America’s low fertility and rapid aging, immigration is the only reason the population is growing at all.

Some of the things any incoming president should worry about are fast-moving: pandemics, hurricanes, terrorist attacks. But most are not. Most are like bombs with very long fuses that, in the distant future, when the fuse reaches the bomb, might or might not explode. It is delaying repairs to a tunnel filled with lethal waste until, one day, it collapses. It is the aging workforce of the DOE—which is no longer attracting young people as it once did —that one day loses track of a nuclear bomb. It is the ceding of technical and scientific leadership to China. It is the innovation that never occurs, and the knowledge that is never created, because you have ceased to lay the groundwork for it. It is what you never learned that might have saved you.

The Islamic Republic remained altogether indifferent to this massive brain drain. Propelled by the growth in the numbers of university graduates and professional classes who were unable to find gainful employment at home or unwilling to bow to unwelcome social pressures, the by-products of Iran's demographic revolution were to the regime more of a potential liability than a precious workforce necessary to build Iran's future. It was as if the boundary lines between the self and the other in the Islamic Republic were drawn in such a fashion as to protect an elite minority, loyal to the regime but inferior in education and skills, at the expense of repelling a far larger segment of the population who was educated and skilled but ideologically uncommitted to the emerging Islamic order. 'Commitment over expertise' was a favorite slogan that cost the Iranian economy dearly.

It’s hard to believe you’d have an economy at all if you gave pink slips to more than half the labor force. But that—in slow motion—is what the industrial revolution did to the workforce of the early 19th century. Two hundred years ago, 70 percent of American workers lived on the farm. Today automation has eliminated all but 1 percent of their jobs, replacing them (and their work animals) with machines. But the displaced workers did not sit idle. Instead, automation created hundreds of millions of jobs in entirely new fields. Those who once farmed were now manning the legions of factories that churned out farm equipment, cars, and other industrial products. Since then, wave upon wave of new occupations have arrived—appliance repair person, offset printer, food chemist, photographer, web designer—each building on previous automation. Today, the vast majority of us are doing jobs that no farmer from the 1800s could have imagined.

Imagine that seven out of ten working Americans got fired tomorrow. What would they all do? It’s hard to believe you’d have an economy at all if you gave pink slips to more than half the labor force. But that—in slow motion—is what the industrial revolution did to the workforce of the early 19th century. Two hundred years ago, 70 percent of American workers lived on the farm. Today automation has eliminated all but 1 percent of their jobs, replacing them (and their work animals) with machines. But the displaced workers did not sit idle. Instead, automation created hundreds of millions of jobs in entirely new fields. Those who once farmed were now manning the legions of factories that churned out farm equipment, cars, and other industrial products. Since then, wave upon wave of new occupations have arrived—appliance repair person, offset printer, food chemist, photographer, web designer—each building on previous automation. Today, the vast majority of us are doing jobs that no farmer from the 1800s could have imagined. It

Rivera’s admiration for Stalin was equaled only by his admiration for Henry Ford. By the 1920s and ‘30s, nearly every industrial country in Europe and Latin America, as well as the Soviet Union, had adopted Ford’s engineering and manufacturing methods: his highly efficient assembly line to increase production and reduce the cost of automobiles, so that the working class could at least afford to own a car; his total control over all the manufacturing and production processes by concentrating them all in one place, from the gathering of raw materials to orchestrating the final assembly; and his integration, training, and absolute control of the workforce. Kahn, the architect of Ford’s factories, subsequently constructed hundreds of factories on the model of the Rouge complex in Dearborn, Michigan, which was the epicenter of Ford’s industrial acumen as well as a world-wide symbol of future technology. Such achievements led Rivera to regard Detroit’s industry as the means of transforming the proletariat to take the reins of economic production.

For example, the benefits of a taxpayer bailout to a failing carmaker are immediate and evident for the carmaker, its investors, and its employees. But the financial dislocation and lost fiscal opportunities resulting from the diversion of economic resources to tax subsidies are distant and disregarded. If the carmaker files for bankruptcy, the company is able and required to streamline its operations, including reducing its workforce and employee benefits and offloading certain debt. Although this allows the newly organized company a fresh opportunity to regain profitability and survive in the longer term, including expanding and hiring down the road, the immediate upshot of the reorganization, with its downsizing, and so on, is visible and tangible. Hazlitt explained the phenomenon this way: In this lies almost the whole difference between good economics and bad. The bad economist sees only what immediately strikes the eye; the good economist also looks beyond. The bad economist sees only the direct consequences of a proposed course; the good economist looks also at the longer and indirect consequences. The bad economist sees only what the effect of a given policy has been or will be on one particular group; the good economist inquires also what the effect of the policy will be on all groups.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

It’s particularly important in this vein to note the extent to which economic expectations can be self-fulfilling. If people (and companies) believe the future will be good, they’ll spend more and invest more . . . and the future will be good, and vice versa. It’s my belief that most companies concluded that the Crisis of 2008 wouldn’t be followed by a V-shaped recovery, as had been the rule in the last few recessions. Thus they declined to expand factories or workforces, and the resulting recovery was modest and gradual in the U.S. (and even more anemic elsewhere).

We are getting better and better at things that will make large numbers of workers extraneous. And we will succeed. There needs to be a dramatic reskilling of the workforce, but that’s not going to be practical for a lot of people. It’s impossible to avoid a lost generation of workers.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Fact-check: Wax had attacked no students. Her argument was against the 1960s countercultural revolution that had undermined the legitimacy of bourgeois values. Unanswered question: Were Wax and Alexander wrong that the virtues of self-restraint, deferred gratification, and future orientation are key for economic and personal progress, and that an anti-achievement, anti-authority culture of drug use and a detachment from the workforce is inimical to advancement? GET-UP had nothing to say about those key matters.

The food that came out of the [industrialized] system was artifically cheap - the price was subsidized by the environment, our wildlife and aquatic life, and our bad health. We just couldn’t see those hidden costs - nor could we grasp how future generations would inherit the effects of our extractive, intensive farming methods. When you add up all the ways the bill is coming due, it takes the shine off the glittering promises of postwar industrialized food. The deal we made with our planet, its creatures, and our rural workforces, all so we could enjoy a slightly cheaper hamburger, might just be the worst deal that was ever made.

Aren’t fears of disappearing jobs something that people claim periodically, like with both the agricultural and industrial revolution, and it’s always wrong?” It’s true that agriculture went from 40 percent of the workforce in 1900 to 2 percent in 2017 and we nonetheless managed to both grow more food and create many wondrous new jobs during that time. It’s also true that service-sector jobs multiplied in many unforeseen ways and absorbed most of the workforce after the Industrial Revolution. People sounded the alarm of automation destroying jobs in the 19th century—the Luddites destroying textile mills in England being the most famous—as well as in the 1920s and the 1960s, and they’ve always been wildly off the mark. Betting against new jobs has been completely ill-founded at every point in the past. So why is this time different? Essentially, the technology in question is more diverse and being implemented more broadly over a larger number of economic sectors at a faster pace than during any previous time. The advent of big farms, tractors, factories, assembly lines, and personal computers, while each a very big deal for the labor market, were orders of magnitude less revolutionary than advancements like artificial intelligence, machine learning, self-driving vehicles, advanced robotics, smartphones, drones, 3D printing, virtual and augmented reality, the Internet of things, genomics, digital currencies, and nanotechnology. These changes affect a multitude of industries that each employ millions of people. The speed, breadth, impact, and nature of the changes are considerably more dramatic than anything that has come before.

On the most basic level, Toy Story 2 was a wakeup call. Going forward, the needs of a movie could never again outweigh the needs of our people. We needed to do more to keep them healthy. As soon as we wrapped the film, we set about addressing the needs of our injured, stressed-out employees and coming up with strategies to prevent future deadline pressures from hurting our workers again. These strategies went beyond ergonomically designed workstations, yoga classes, and physical therapy. Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

Foras is the best portal to look for job vacancy in Saudi Arabia. It is best suited for working professionals, skilled technicians and labor, domestic workforce, etc. The easy application process helps to apply to job openings seamlessly. Based on your skills and preference, you can browse through a number of job vacancies in Saudi Arabia. With strict policies in place, Foras promotes a healthy work environment for all, one that is free of discrimination and is safe for all. So come be a part of Foras and say hello to a better future and great jobs.

I could not be where I am today without the help and support of others. I run for a higher purpose. My greatest joy comes from hearing the words, “You have helped me.

Geography was destiny in the geopolitical race for oil, with oil reserves distributed unevenly throughout the world and, with that disparity, geopolitical concerns about access and transport routes. In the new world of clean energy, chances are that ingenuity and industrial capability will play an outsize role, potentially giving a new set of players energy advantages they have previously not enjoyed. The geopolitics of clean energy may be more about technology, patents, and workforce than controlling access to raw materials.

The advent of digital technologies has revolutionized the contemporary workforce, rendering it impossible to conceive of its future without their integration.

Given the significant role of education in shaping the workforce of the future, its incumbent upon stakeholders to evaluate and enhance the systems readiness to confront the challenges of the digital age.

Even though other women left a historical impression on academics, it was not enough to give women and girls the platform they needed to stand upon for future generations. Thus, Hypatia forged a scant path and helped create a world where today, women comprise thirty percent of the workforce in science, technology, engineering, and math.

The digital revolution is not a spectator sport. It demands a proactive approach from all stakeholders, especially governments. By fostering a culture of continuous learning through a National Initiative for Education, we can unlock a future brimming with possibilities. Upskilling, reskilling, and cross-skilling will equip our workforce with the tools they need to not only adapt to the ever-evolving landscape but also leverage advanced technologies to become more productive, innovative, and competitive. A skilled and adaptable workforce is the cornerstone of a thriving digital economy. By empowering our citizens to embrace lifelong learning, we pave the way for a future where humans and machines work together, not just towards a brighter tomorrow, but a more prosperous and innovative one for all.

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and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.

The increased participation of women in the workforce, the dramatic changes in the education of women, and changes in social values have also led to significant structural changes in the institution of the family. Divorces have increased dramatically in almost every part of the world, partly due to new legislation making them easier to obtain, and, according to experts, partly because of the increased participation of women in the workforce. Some experts also note the role of online relationships; according to several analyses, between 20 and 30 percent of all divorces in the U.S. now involve Facebook.

CFR’s Renewing America initiative—from which this book arose—has focused on those areas of economic policy that are the most important for reinforcing America’s competitive strengths. Education, corporate tax policy, and infrastructure, for example, are issues that historically have been considered largely matters of domestic policy. Yet in a highly competitive global economy, an educated workforce, a competitive tax structure, and an efficient transportation network are all crucial to attracting investment and delivering goods and services that can succeed in global markets. The line between domestic economic policy and foreign economic policy is in many cases now almost invisible. Building a more competitive economy for the future requires that our political leaders—not just in Congress and the White House but also in state and local governments—understand how their policy choices can affect the choices of companies that can now invest almost anywhere in the world.

Tomorrow’s workforce is flopping the relationship lens: They see companies as vehicles to achieve their goals and dreams — vehicles that can amplify their passions, achievements and community relationships beyond what they could have done on their own or elsewhere. Companies that they will join are seen as communities that explore and resource and fund making a difference in the world in ways that align with their personal approach and values.

Less than 10% of the mainstream workforce can achieve their dreams where they currently work.

The current relationship between companies and the workforce is like marrying into a dysfunctional family. Only you don't get to escape when the holiday meal is over.

Correlations made by big data are likely to reinforce negative bias. Because big data often relies on historical data or at least the status quo, it can easily reproduce discrimination against disadvantaged racial and ethnic minorities. The propensity models used in many algorithms can bake in a bias against someone who lived in the zip code of a low-income neighborhood at any point in his or her life. If an algorithm used by human resources companies queries your social graph and positively weighs candidates with the most existing connections to a workforce, it makes it more difficult to break in in the first place. In effect, these algorithms can hide bias behind a curtain of code. Big data is, by its nature, soulless and uncreative. It nudges us this way and that for reasons we are not meant to understand. It strips us of our privacy and puts our mistakes, secrets, and scandals on public display. It reinforces stereotypes and historical bias. And it is largely unregulated because we need it for economic growth and because efforts to try to regulate it have tended not to work; the technologies are too far-reaching and are not built to recognize the national boundaries of our world

Correlations made by big data are likely to reinforce negative bias. Because big data often relies on historical data or at least the status quo, it can easily reproduce discrimination against disadvantaged racial and ethnic minorities. The propensity models used in many algorithms can bake in a bias against someone who lived in the zip code of a low-income neighborhood at any point in his or her life. If an algorithm used by human resources companies queries your social graph and positively weighs candidates with the most existing connections to a workforce, it makes it more difficult to break in in the first place. In effect, these algorithms can hide bias behind a curtain of code. Big data is, by its nature, soulless and uncreative. It nudges us this way and that for reasons we are not meant to understand. It strips us of our privacy and puts our mistakes, secrets, and scandals on public display. It reinforces stereotypes and historical bias. And it is largely unregulated because we need it for economic growth and because efforts to try to regulate it have tended not to work; the technologies are too far-reaching and are not built to recognize the national boundaries of our world’s 196 sovereign nation-states. Yet would it be best to try to shut down these technologies entirely if we could? No. Big data simultaneously helps solve global challenges while creating an entirely new set of challenges. It’s our best chance at feeding 9 billion people, and it will help solve the problem of linguistic division that is so old its explanation dates back to the Old Testament and the Tower of Babel. Big data technologies will enable us to discover cancerous cells at 1 percent the size of what can be detected using today’s technologies, saving tens of millions of lives. The best approach to big data might be one put forward by the Obama campaign’s chief technology officer, Michael Slaby, who said, “There’s going to be a constant mix between your qualitative experience and your quantitative experience. And at times, they’re going to be at odds with each other, and at times they’re going to be in line. And I think it’s all about the blend. It’s kind of like you have a mixing board, and you have to turn one up sometimes, and turn down the other. And you never want to be just one or the other, because if it’s just one, then you lose some of the soul.” Slaby has made an impressive career out of developing big data tools, but even he recognizes that these tools work best when governed by human judgment. The choices we make about how we manage data will be as important as the decisions about managing land during the agricultural age and managing industry during the industrial age. We have a short window of time—just a few years, I think—before a set of norms set in that will be nearly impossible to reverse. Let’s hope humans accept the responsibility for making these decisions and don’t leave it to the machines.

A second barrier to understanding intelligence lies in the culture of secrecy embedded in the Intelligence Community. American intelligence agencies are world class when it comes to separating themselves from the outside world. They’ve had to be. Intelligence officials work in secure locations apart from the rest of us. Their writings are classified. They cannot speak freely about what they do with family, friends, or neighbors. Talk to anyone who works in an intelligence agency, and you will quickly realize that this is no ordinary workforce. It is filled with members who know their successes will probably stay secret but their failures will probably make headlines. Intelligence officials speak often of “the mission.” Always in serious tones. No elaboration. They know what it means.

in the future. And what about business? He’d obviously blundered by focusing so intensely on sales, rather than profit. Wasn’t it better to have a highly profitable $10-million company than a $100-million company that didn’t make any money? Wasn’t it better to have a business with a great reputation in its community and its industry—a company known and respected for its fabulous service, its unstinting generosity, and its happy, dedicated workforce rather than its size? He didn’t know exactly what type of company that would be, or how he would create it, but he had a pretty good sense of the direction he wanted to go.

the country’s next big labor downsizing and the biggest change ever to come to its manufacturing sector: the end of its reliance on a migrant workforce and its replacement with robots.

McKinsey Global Institute predicts that the global labor workforce will reach 3.5 billion people by 2030. Remote work is increasingly here to stay. The future is in remote work.

If the indebted Asian immigrant thinks they owe their life to America, the child thinks they owe their livelihood to their parents for their suffering. The indebted Asian American is therefore the ideal neoliberal subject. I accept that the burden of history is solely on my shoulders; that it’s up to me to earn back reparations for the losses my parents incurred, and to do so, I must, without complaint, prove myself in the workforce. -- To truly feel gratitude is to sprawl out into the light of the present. It is happiness, I think. To be indebted is to fixate on the future. I tense up after good fortune has landed on my lap like a bag of tiny excitable lapdogs. But whose are these? Not mine, surely! I treat good fortune not as a gift but a loan that I will have to pay back in weekly installments of bad luck. I bet I’m like this because I was raised wrong—browbeaten to perform compulsory gratitude. Thank you for sacrificing your life for me! In return, I will sacrifice my life for you!

The growing recognition of empathy’s role in healing is one reason why nursing will be one of the key professions of the Conceptual Age workforce.

On January 21, 2021, the day after inauguration, Biden reversed the order. It was one of his first actions as president. No wonder, because, as The Hill reported, this executive order would have been “the biggest change to federal workforce protections in a century, converting many federal workers to ‘at will’ employment.” How many federal workers in agencies would have been newly classified at Schedule F? We do not know because only one completed the review before their jobs were saved by the election result. The one that did was the Congressional Budget Office. Its conclusion: fully 88% of employees would have been newly classified as Schedule F, thus allowing the president to terminate their employment. This would have been a revolutionary change, a complete remake of Washington, DC, and all politics as usual. If the HHS Administrative State is to be dismantled, so that it will become possible to manage the various Executive Branch agencies once again, Schedule F provides an excellent strategy and template to achieve the objective. If this most important of all tasks is not achieved, then we will remain at risk that HHS will once again attempt to trade our national sovereignty for additional power by aligning with the WHO, as was recently attempted in the case of the surreptitious January 28, 2022, proposed modifications to the International Health Regulations [434]. These actions, which were not made public until April 12, 2022, clearly demonstrate that the HHS Administrative State represents a clear and present danger to the US Constitution and national sovereignty and must be dismantled as soon as possible.

From a logical standpoint, it’s more likely that the future will be “protopian.” The world won’t be perfect and happy, but it won’t be an abysmal dystopia either. This means there will be positives and negatives, but overall, it will be a better world. Digital marketing consultant Marcus Wong writes, “Protopia defines a state where we’re no longer fighting for survival (Dystopia), nor are we accepting perfection (Utopia…. Every opportunity to create something new, something faster, something ‘better’—creates a new world of problems that we would have never initially created. This is not a bad thing; some problems are good to have.”[29] In short, we can’t eliminate problems without introducing new ones. This is why we will see progress, but not perfection.[30] Will robots take some workers’ jobs? Yes. There will be automation, but automation will also generate new jobs.

For most of my childhood in the 1980s, no one had even heard of Bangladesh. The erasure brought up an old feeling of being illegible. Invisible. Maps make borders real. On this map, Bangladesh didn’t matter. As if generations of our people—who lived as Indian, British, Pakistani—didn’t fight or die for India’s Independence. As if they had not labored to build India’s economy and wealth for centuries. As if this land where India’s rivers end can be separated from the rivers and dams that Roy has written so fiercely about. As if the women-led garment workforce and rural microfinancing have not shaped modern South Asia’s feminist future. As if the soil of East Bengal did not birth ways of divine feminine worship. As if we have not always been despised, maligned, and erased by upper-caste Brahmins as the mleccha, low caste, Dalit, Muslim, barbarians.

I saw some disturbing things: people I had gone to school with, whose personalities had sparkled with creativity and curiosity, went into the workforce and became depressed, dulled, and directionless. They were so tired and jaded that all they felt capable of doing at the end of a workday was flopping onto the sofa and watching Netflix. Democracy itself had become something of a joke, as everyone knew that business and political elites, not the mass public, determined the contours of government policy. There was a widespread sense of fear, anxiety, and helplessness. People joked that they didn’t know how long the human species had left, what with climate change and nuclear weapons and the steady piling up of mountains and mountains of garbage. The future seemed to hold, at best, something like the dystopia depicted in Pixar’s WALL-E: a grim, desiccated planet strewn with flaming rubbish, nary a plant in sight, and the remaining human population reduced to passive, internet-addicted lumps.

Why Offshore Solutions Are Transforming the Accounting Industry In a time when digital transformation is reshaping various sectors, the accounting industry is also experiencing significant changes. One of the most notable developments is the increasing adoption of offshore solutions. From offshore tax services for accountants to dedicated offshore bookkeeping for CPAs, firms are leveraging global expertise to improve efficiency, lower expenses, and accelerate growth. Offshore Bookkeeping Firms: A Transformative Resource for CPAs It is undeniable that bookkeeping is a crucial function, yet it can be quite labor-intensive. Consequently, an increasing number of CPAs are opting for offshore bookkeeping firms to manage routine financial responsibilities such as transaction logging, reconciliations, and the preparation of financial statements. By utilizing offshore bookkeeping services, firms not only achieve greater accuracy and speed but also allow their in-house personnel to concentrate on more strategic services like advisory and planning. Offshore Tax Assistance for Accountants The tax season often brings an overwhelming workload, with high stakes involved. This is where offshore tax services for accountants prove invaluable. Offshore teams well-versed in U.S. tax laws can support a range of tasks, from individual tax returns to intricate corporate filings. By incorporating offshore tax specialists, firms can handle increased volumes without sacrificing quality or meeting deadlines. Smart Growth with Offshore Staffing Firms Whether you are an independent CPA or leading a burgeoning firm, offshore staffing firms facilitate the creation of a flexible and scalable workforce. These firms offer access to seasoned accounting professionals, virtual assistants, and tax preparers—typically at a significantly lower cost than local hiring. Additionally, offshore staffing for accountants enables firms to provide 24/7 service, enhancing their competitive advantage in a client-centric environment. The Appeal of Offshore Solutions for Accountants The advantages of offshore solutions are evident: Cost Savings: Decrease payroll and operational costs while maintaining quality. Scalability: Seamlessly expand your team during busy periods. Access to Global Expertise: Collaborate with talented professionals from across the globe. Conclusion Offshoring represents more than merely a method for reducing expenses; it is a strategic initiative for companies that prioritize future growth. By utilizing offshore bookkeeping services, employing offshore accountants, and accessing specialized offshore tax assistance, accounting professionals are revolutionizing their operations, enhancing client service, and expanding their businesses. The accounting industry is becoming increasingly global, and those who are astute are already embracing this trend.

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All this bullshit about workforce flexibility was a lie. It doesn't make sense to claim that companies hire contract workers for jobs that might be made obsolete, in order to make it easier to fire them in the future

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

People should not have to sacrifice so much of their personal lives, hopes, dreams and goals just to keep up with corporate pressured morebetterfaster. And tomorrow’s workforce won’t.

it isn’t just talent which is mobile today, the work itself is highly mobile too.

A micro-task is best described as a task which is simple, repetitive or highly algorithmic in nature. Each executed task lasts between a few minutes to a few hours, and this short life-cycle ensures that a task can be contracted, completed and paid for expeditiously, often within the transaction window itself

an organization’s capability agenda is increasingly less about your status in the company, the colour of your identity card, words in your contract or the job title you carry, and more about the value you create

The intermediate objectives for achieving U.S. defeat may be enumerated as follows: Make the Americans stupid – Disorient the people of the United States and other Western countries. Establish a set of myths useful from the standpoint of the long-range strategy. Examples of such myths: Josef Stalin is our “Uncle Joe,” a man we can trust; the Cold War was triggered by paranoid anti-Communists; Senator McCarthy blacklisted innocent people; President Kennedy was killed by Big Business and the CIA; the Vietnam War was fought on account of corporate greed; Russia and China are irreconcilable enemies who will not be able to combine their forces against the United States; the Soviet Union collapsed for economic reasons; Russia is America’s ally in the War on Terror. Infiltrate the U.S. financial system – Financial control through organized crime and drug trafficking. To this end the Eastern Bloc began infiltrating organized crime in the 1950s and, in 1960, began a narcotics offensive against the West which would generate billions of dollars in illicit money which banks could not resist laundering. In this way, a portal was opened into the heart of the capitalist financial structures in order to facilitate future economic and financial sabotage. Promote bankruptcy and economic breakdown – The promotion of a cradle-to-grave welfare state as a means to bankrupt the United States Treasury (i.e., the Cloward-Piven Strategy). Welfare simultaneously demoralizes the workforce as it bankrupts the government. Elect a stealth Communist president – As an organizer for the Communist Party explained during a meeting I attended more than thirty years ago, the stealth Communist president will one day exploit a future financial collapse to effect a transition from “the dictatorship of the bourgeoisie” to the “dictatorship of the proletariat.” Exploit the counter-revolution – Some strategists believe that a counter-revolutionary or right wing reaction is unavoidable. It is therefore necessary, from the standpoint of sound strategy, to send infiltrators into the right wing. Having a finger in every pie and an agent network in every organization, the Communists are not afraid of encouraging counter-revolution, secession, or civil war in the wake of financial collapse. After all, the reactionaries and right wing elements must be drawn out so that they can be purged or, if necessary, turned into puppet allies. Already Putin is posturing as a Christian who opposes feminism and homosexuality. This has fooled many “conservatives” in the West, and is an intentional ploy which further serves to disorient the West. Take away the nuclear button – The strategists in Moscow do not forget that the neutralization of the U.S. nuclear deterrent is the most important of all intermediate objectives. This can be achieved in one of four ways: (1) cutting off nuclear forces funding by Congress; (2) administratively unplugging the weapons through executive orders issued by Obama, (3) it may be accomplished through a general financial collapse, or (4) a first strike.

About one in six working-age men in America is now out of the workforce, one of the highest rates among developed countries.

value judgment raises important ethical questions. For example, children and the elderly who are not working will not be valued the same as people in the workforce; women may not be valued equally to men. Inclusion of productivity and consumption may result in resource allocations that some observers may consider discriminatory. These are important limitations that analysts and decision makers need to consider carefully. More generally, as an analysis moves from the narrower healthcare sector perspective to the broader societal perspective, more social value judgments of this sort will need to be made. To summarize our Reference Case recommendations in somewhat greater detail, we suggest that analysts include Reference Case analyses from both the healthcare sector perspective and the societal perspective (see Chapter 3 and Recommendations 2–5). Table 4.1 summarizes the cost components included in these two perspectives. The healthcare sector Reference Case includes formal healthcare sector (medical) costs borne by third-party payers plus patients’ out-of-pocket medical costs. Both types of medical expenditures include current and future costs that are related and unrelated to the condition under consideration. We recommend that the results of the healthcare sector Reference Case analysis be summarized in the conventional form, as an ICER. The net monetary benefit (NMB) or net health benefit (NHB) may also be reported, and a range of cost-effectiveness thresholds should be considered. We also recommend that analysts include a Reference Case analysis from a societal perspective (Recommendation 4). A societal perspective is particularly important when interventions are likely to have important effects on sectors of the economy outside of the formal healthcare sector, and when there is a need or desire to understand the wide range of costs and effects. A societal perspective includes medical costs (current and future,

Show Respect — Wanting employees to come in early and leave late on a daily basis shows a lack of respect for their personal lives. Additionally, contacting them after work hours or while they are on vacation should be avoided.

The worst place an employee can be, is stuck in an organization with a micromanager who doesn't care about his/her development and where there are no opportunities for growth and advancement.

Physical wellness: Employees spend over half of their lives at work. They want to be in a healthy and comfortable environment.

Many people believe that humility is the opposite of pride when, in fact, it is a point of equilibrium.

To be humble, one needs confidence and self-restraint. Humility is the ceasing to fight for your own agenda, but rather for that of the multitude. The humble leader is not occupied with self.

Humility doesn’t mean a lack of confidence. It is being confident enough to admit that you were wrong.

Give employees a reason to care. They shouldn’t just think of innovation as something only senior management thinks about.

always look at the bright side of things to maintain a good mood and a positive mindset.

In revamping our education systems, we can learn much from South Korea’s embrace of gifted and talented education. These programs seek to identify and realize the potential of the country’s top technical minds, an approach suited to creating the material prosperity that can then be broadly shared across society. Schools around the globe can also draw lessons from American experiments in social and emotional education, fostering skills that will prove invaluable to the human-centric workforce of the future.

One possible benefit of new workforce trends is that people will have more leisure time than in the past. This can happen in one of two ways. Some people will not be needed in the new digital economy, so they will find other ways to construct meaning in their lives outside the workplace. Alternatively, even those who work may find themselves with time for other kinds of pursuits. Rather than most waking hours being spent on work-related tasks, the society of the future may have time for nonwork activities, including art, culture, music, sports, and theater.

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As AI increasingly integrates into various industries, engaging students in problem‐ and project‐based learning will prepare them for real‐world applications of AI. Because problem‐ and project‐based learning foster essential skills such as critical thinking, collaboration, communication, and creativity, they are crucial for success in an AI‐driven workforce. Similarly, engaging students in complex, open‐ended projects helps build adaptability and resilience — qualities we outlined as critical in an AI‐driven world. Problem‐ and project‐based learning also help foster the interdisciplinary thinking discussed in Chapter 3, encouraging students to draw on knowledge and skills from multiple disciplines to solve complex challenges. Finally, both learning approaches instill a growth mindset and promote lifelong learning through trial and error, and solution‐based thinking.

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