Drucker’s insistence that management was never his first and primary concern. In fact, he said that concern derived from, and was decisively influenced by, his early work in political studies. Drucker, who came of age in Vienna in the turbulent atmosphere of the 1930s, had urgent political reasons for believing that humanity and effective organizational performance are interlinked. From the evidence gathered with his own eyes, it was clear to Drucker that humanity without performance was futile, an open door to populists who promised strong leadership and said they would “make the trains run on time.” On the other hand, Drucker argued that performance without humanity leads to a different kind of tyranny, a soulless technocracy or technological solutionism. He maintained that high-performing institutions and the management that assured their performance were, therefore, both an essential part of a functioning democracy and a bulwark against its enemies. Drucker wrote time after time that achieving results is a manager’s litmus test and his or her “first social responsibility. Unless [the organization] discharges its performance responsibility, it cannot discharge anything else. A bankrupt business is not a desirable employer and is unlikely to be a good neighbor in a community.”1 Yet, since Drucker viewed management as a liberal art—“‘liberal’ A THRIVING HUMAN ECONOMY REQUIRES HIGHER PERFORMING INSTITUTIONS
{"title":"A Thriving Human Economy Requires Higher Performing Institutions","authors":"Richard Straub","doi":"10.1162/inov_a_00289","DOIUrl":"https://doi.org/10.1162/inov_a_00289","url":null,"abstract":"Drucker’s insistence that management was never his first and primary concern. In fact, he said that concern derived from, and was decisively influenced by, his early work in political studies. Drucker, who came of age in Vienna in the turbulent atmosphere of the 1930s, had urgent political reasons for believing that humanity and effective organizational performance are interlinked. From the evidence gathered with his own eyes, it was clear to Drucker that humanity without performance was futile, an open door to populists who promised strong leadership and said they would “make the trains run on time.” On the other hand, Drucker argued that performance without humanity leads to a different kind of tyranny, a soulless technocracy or technological solutionism. He maintained that high-performing institutions and the management that assured their performance were, therefore, both an essential part of a functioning democracy and a bulwark against its enemies. Drucker wrote time after time that achieving results is a manager’s litmus test and his or her “first social responsibility. Unless [the organization] discharges its performance responsibility, it cannot discharge anything else. A bankrupt business is not a desirable employer and is unlikely to be a good neighbor in a community.”1 Yet, since Drucker viewed management as a liberal art—“‘liberal’ A THRIVING HUMAN ECONOMY REQUIRES HIGHER PERFORMING INSTITUTIONS","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114395514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
to ensure a thriving human economy and to close opportunity gaps that lead to social fragmentation. A human economy is one in which the thoughts, actions, and lives of people are valued above everything else. When people thrive and are able to live up to their full potential as workers, creators, and engaged citizens, the economy and society benefit greatly. Against a backdrop of the emerging and persistent challenges the world is currently facing, reforms to achieve resilient growth go beyond mere structural transformation. They call for using a multi-level and multi-stakeholder approach to build an environment that enables the transition to an economy that is human-centric, socially inclusive, and environment friendly. To live up to this ideal, India needs reforms that include significant investments in infrastructure, sustainability, and education. So what should today’s citizens expect from policy reforms in India? The mantra for today’s rapidly developing India is “Everyone’s Partnership, Everyone’s Prosperity, and Everyone’s Trust.” This is a call to action for the citizenry to shape future reforms. It is the active democratization of the policy space in India, a process that began much before the rise of human economy. Contrary to popular belief, the DEMOCRATIZING POLICY ACTION IN INDIA
{"title":"Democratizing Policy Action in India","authors":"Amit Kapoor, B. Debroy, Meenakshi Ajith","doi":"10.1162/inov_a_00295","DOIUrl":"https://doi.org/10.1162/inov_a_00295","url":null,"abstract":"to ensure a thriving human economy and to close opportunity gaps that lead to social fragmentation. A human economy is one in which the thoughts, actions, and lives of people are valued above everything else. When people thrive and are able to live up to their full potential as workers, creators, and engaged citizens, the economy and society benefit greatly. Against a backdrop of the emerging and persistent challenges the world is currently facing, reforms to achieve resilient growth go beyond mere structural transformation. They call for using a multi-level and multi-stakeholder approach to build an environment that enables the transition to an economy that is human-centric, socially inclusive, and environment friendly. To live up to this ideal, India needs reforms that include significant investments in infrastructure, sustainability, and education. So what should today’s citizens expect from policy reforms in India? The mantra for today’s rapidly developing India is “Everyone’s Partnership, Everyone’s Prosperity, and Everyone’s Trust.” This is a call to action for the citizenry to shape future reforms. It is the active democratization of the policy space in India, a process that began much before the rise of human economy. Contrary to popular belief, the DEMOCRATIZING POLICY ACTION IN INDIA","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134352095","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
weavers of Jaipur rugs are working diligently at looms set up outside their homes. Many of these homes are referred to by the names of the female artisans, even in areas where patriarchy and tradition run deep. Lively debates about designs and color choices take place among the artisans. Rajo Devi, who was trained in rug weaving, commented while on a visit to the Jaipur Rugs headquarters: “If we do good quality work, we can evolve from a mere laborer to a responsible artisan...Buyer needs are simple: he wants good quality, timely delivery, and good designs, and I am ready to give him that!” Nurturing connections between creators and customers is an important yet often overlooked aspect of addressing the persistent global problems of poverty and inequality. Efforts made by government, business, and philanthropy to address these issues often focus on gaps in skills or on increasing income through jobs programs. Most innovation occurs on the product and service side as a way to promote consumption, such as creating access to cell phones, microfinance, and other consumer products. Today, cell phones are in the hands of rich and poor alike, a global payment infrastructure is firmly in place, and access to consumer goods has improved significantly. However, inequality persists and is increasing in many parts of the world. The ongoing emphasis on fostering entrepreneurship is in part an acknowledgment of the limits of top-down approaches. As Peter Drucker once prophetically observed, “We are moving toward a society of THE BENEFIT OF CLOUT: HOW CONNECTIONS SHAPE PROSPERITY
{"title":"The Benefit of Clout: How Connections Shape Prosperity","authors":"D. Prahalad","doi":"10.1162/inov_a_00291","DOIUrl":"https://doi.org/10.1162/inov_a_00291","url":null,"abstract":"weavers of Jaipur rugs are working diligently at looms set up outside their homes. Many of these homes are referred to by the names of the female artisans, even in areas where patriarchy and tradition run deep. Lively debates about designs and color choices take place among the artisans. Rajo Devi, who was trained in rug weaving, commented while on a visit to the Jaipur Rugs headquarters: “If we do good quality work, we can evolve from a mere laborer to a responsible artisan...Buyer needs are simple: he wants good quality, timely delivery, and good designs, and I am ready to give him that!” Nurturing connections between creators and customers is an important yet often overlooked aspect of addressing the persistent global problems of poverty and inequality. Efforts made by government, business, and philanthropy to address these issues often focus on gaps in skills or on increasing income through jobs programs. Most innovation occurs on the product and service side as a way to promote consumption, such as creating access to cell phones, microfinance, and other consumer products. Today, cell phones are in the hands of rich and poor alike, a global payment infrastructure is firmly in place, and access to consumer goods has improved significantly. However, inequality persists and is increasing in many parts of the world. The ongoing emphasis on fostering entrepreneurship is in part an acknowledgment of the limits of top-down approaches. As Peter Drucker once prophetically observed, “We are moving toward a society of THE BENEFIT OF CLOUT: HOW CONNECTIONS SHAPE PROSPERITY","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"323 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132361979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
digital, physical, and biological realms have generated new forms of value creation that have the potential to revolutionize economic activity in ways as fundamental as those of the Industrial Revolution. However, this next industrial revolution also poses a risk of further sidelining human agency, which in the process will exacerbate inequality and create new forms of exclusion. The dramatic advances we are witnessing daily thus raise difficult questions about the role of human beings in the next economy.2 As we navigate the ever more complex and tech-driven world we live in, the theories we have inherited from a prior generation are sidelining human agency and threatening to constrain the thinking REIMAGINING THE ECONOMY: TOWARD A HUMAN-CENTRIC APPROACH
{"title":"Reimagining the Economy: Toward a Human-Centric Approach","authors":"M. Esposito, John V. Roos","doi":"10.1162/inov_a_00290","DOIUrl":"https://doi.org/10.1162/inov_a_00290","url":null,"abstract":"digital, physical, and biological realms have generated new forms of value creation that have the potential to revolutionize economic activity in ways as fundamental as those of the Industrial Revolution. However, this next industrial revolution also poses a risk of further sidelining human agency, which in the process will exacerbate inequality and create new forms of exclusion. The dramatic advances we are witnessing daily thus raise difficult questions about the role of human beings in the next economy.2 As we navigate the ever more complex and tech-driven world we live in, the theories we have inherited from a prior generation are sidelining human agency and threatening to constrain the thinking REIMAGINING THE ECONOMY: TOWARD A HUMAN-CENTRIC APPROACH","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126328712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Now more than ever, attention must be called to the concept of the human economy, which may well be the answer to a world of constant disruptions. But what does “human economy” mean? What is its premise and what will it take to build it? A human economy looks at economic growth through the lens of all humanity. It aspires to create an ecosystem in which wealth is generated as a result of fulfilling human needs and potential. The human economy recognizes human capital as the true engine of economic growth. It also acknowledges that investing in resilient humans has real value for societies, as it empowers people to do the right thing, encourages them to live a balanced life, and creates empathetic communities. The true currency in the human economy is each human being, not each bill or coin. THE HUMAN ECONOMY: A NEW HIERARCHY OF POWER
{"title":"The Human Economy: A New Hierarchy of Power","authors":"Ohood Khalfan Al Roumi","doi":"10.1162/inov_a_00287","DOIUrl":"https://doi.org/10.1162/inov_a_00287","url":null,"abstract":"Now more than ever, attention must be called to the concept of the human economy, which may well be the answer to a world of constant disruptions. But what does “human economy” mean? What is its premise and what will it take to build it? A human economy looks at economic growth through the lens of all humanity. It aspires to create an ecosystem in which wealth is generated as a result of fulfilling human needs and potential. The human economy recognizes human capital as the true engine of economic growth. It also acknowledges that investing in resilient humans has real value for societies, as it empowers people to do the right thing, encourages them to live a balanced life, and creates empathetic communities. The true currency in the human economy is each human being, not each bill or coin. THE HUMAN ECONOMY: A NEW HIERARCHY OF POWER","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114276850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ficult for business leaders to deal with the climate and biodiversity crises, as well as the wider environmental, social, and governance (ESG) issues around sustainability. Leaders also are facing significant human rights challenges, which are yet another source of disruption. One recent study by KPMG found that 86 percent of CEOs fear that a recession will occur within the next 12 months. As a result, half said they were planning on “pausing or reconsidering their existing or planned ESG efforts in the next six months”; 34 percent had already done so.2 Keeping ESG issues high on the agenda may have become more difficult, but the imperative to do so remains as pressing as ever. Across the globe we continue to see more and more temperature records being broken and to experience the devastating effects of extreme heatwaves, wildfires, crop failures, storms, and floods. Consumer goods company Unilever, for example, claims that disruption of agricultural supply chains due to the climate crisis already costs the company €300m (about US$320m) a year.3 As the authors of the February 2022 Intergovernmental Panel on Climate Change report concluded, “The cumulative scientific evidence is unequivocal: Climate change is a threat to human well-being and planetary health. Any further delay in concerted anticipatory global action on adaptation and mitigation will miss a brief and rapidly closing window of opportunity to secure a liveable and sustainable future for all.”4 Clearly, the LEADING SUSTAINABILITY TRANSITIONS
{"title":"Leading Sustainability Transitions","authors":"Matthew Gitsham","doi":"10.1162/inov_a_00294","DOIUrl":"https://doi.org/10.1162/inov_a_00294","url":null,"abstract":"ficult for business leaders to deal with the climate and biodiversity crises, as well as the wider environmental, social, and governance (ESG) issues around sustainability. Leaders also are facing significant human rights challenges, which are yet another source of disruption. One recent study by KPMG found that 86 percent of CEOs fear that a recession will occur within the next 12 months. As a result, half said they were planning on “pausing or reconsidering their existing or planned ESG efforts in the next six months”; 34 percent had already done so.2 Keeping ESG issues high on the agenda may have become more difficult, but the imperative to do so remains as pressing as ever. Across the globe we continue to see more and more temperature records being broken and to experience the devastating effects of extreme heatwaves, wildfires, crop failures, storms, and floods. Consumer goods company Unilever, for example, claims that disruption of agricultural supply chains due to the climate crisis already costs the company €300m (about US$320m) a year.3 As the authors of the February 2022 Intergovernmental Panel on Climate Change report concluded, “The cumulative scientific evidence is unequivocal: Climate change is a threat to human well-being and planetary health. Any further delay in concerted anticipatory global action on adaptation and mitigation will miss a brief and rapidly closing window of opportunity to secure a liveable and sustainable future for all.”4 Clearly, the LEADING SUSTAINABILITY TRANSITIONS","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126551285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Finding Meaning in Work","authors":"M. Gentile","doi":"10.1162/inov_a_00293","DOIUrl":"https://doi.org/10.1162/inov_a_00293","url":null,"abstract":"","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133533282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Flexibility For more than a century, the economies of the developed world have taken a reductionist approach to the people who work in them, one that frames the relationship within the single-minded pursuit of productivity. In the simplest terms, productivity can be computed as output divided by labor input. Throughout this period, the dominant mechanism industry deployed to increase productivity has been to manipulate labor input by altering the role, size, location, and cost of the workforce. From their roots in the assembly lines and timed tasks of Frederick Taylor and the “management science” of Alfred Sloan, the four key levers for this approach have been the commoditization of labor, labor replacement, labor arbitrage, and labor flexibility. BUILDING A SKILLS ENGINE FOR THE HUMAN ECONOMY
{"title":"Building a Skills Engine for the Human Economy","authors":"Matthew Sigelman","doi":"10.1162/inov_a_00286","DOIUrl":"https://doi.org/10.1162/inov_a_00286","url":null,"abstract":"Flexibility For more than a century, the economies of the developed world have taken a reductionist approach to the people who work in them, one that frames the relationship within the single-minded pursuit of productivity. In the simplest terms, productivity can be computed as output divided by labor input. Throughout this period, the dominant mechanism industry deployed to increase productivity has been to manipulate labor input by altering the role, size, location, and cost of the workforce. From their roots in the assembly lines and timed tasks of Frederick Taylor and the “management science” of Alfred Sloan, the four key levers for this approach have been the commoditization of labor, labor replacement, labor arbitrage, and labor flexibility. BUILDING A SKILLS ENGINE FOR THE HUMAN ECONOMY","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130424886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organizations have long run experiments to test the appeal of new products, and in today’s digital economy, running speedy, low-cost experiments has never been easier. Firms like Alibaba, Facebook, and Google conduct tens of thousands of experiments each year, testing the impact of small changes to algorithms, user features, and web design. While each experiment may be small, the cumulative impact is not. For most companies, experimentation is not yet a deep and distributed capability. Here’s why. The vast majority of employees don’t have the latitude to launch and run small-scale experiments. In most organizations, the ability to design and run trials remains the province of specialists in R&D, data science, or product marketing. Even for employees in those functions, doing anything more than a narrow A/B test usually requires management approval. It’s not surprising that, in our survey of 10,000 Harvard Business Review readers, 61 percent of respondents from large companies said it’s “very difficult” for frontline employee to try something new when doing so requires a small team and a bit of seed funding. Another 34 percent said that bottom-up experiments are possible only THE POWER OF EXPERIMENTATION
组织已经进行了长期的实验来测试新产品的吸引力，在今天的数字经济中，进行快速、低成本的实验从未如此容易。阿里巴巴、Facebook和谷歌等公司每年都会进行数万次实验，测试算法、用户功能和网页设计等微小变化的影响。虽然每个实验可能很小，但累积的影响却很大。对大多数公司来说，实验还不是一种深入和分散的能力。这是为什么。绝大多数员工没有足够的空间开展小规模实验。在大多数组织中，设计和运行试验的能力仍然是研发、数据科学或产品营销专家的领域。即使是那些职能部门的员工，做任何超出狭隘的a /B测试的事情通常也需要管理层的批准。我们对《哈佛商业评论》(Harvard Business Review)的1万名读者进行了调查，结果显示，61%来自大公司的受访者表示，一线员工尝试新事物“非常困难”，因为这样做需要一个小团队和一点种子资金。另有34%的人认为，只有实验的力量才能实现自下而上的实验
{"title":"The Power of Experimentation","authors":"G. Hamel, Michele Zanini","doi":"10.1162/inov_a_00292","DOIUrl":"https://doi.org/10.1162/inov_a_00292","url":null,"abstract":"Organizations have long run experiments to test the appeal of new products, and in today’s digital economy, running speedy, low-cost experiments has never been easier. Firms like Alibaba, Facebook, and Google conduct tens of thousands of experiments each year, testing the impact of small changes to algorithms, user features, and web design. While each experiment may be small, the cumulative impact is not. For most companies, experimentation is not yet a deep and distributed capability. Here’s why. The vast majority of employees don’t have the latitude to launch and run small-scale experiments. In most organizations, the ability to design and run trials remains the province of specialists in R&D, data science, or product marketing. Even for employees in those functions, doing anything more than a narrow A/B test usually requires management approval. It’s not surprising that, in our survey of 10,000 Harvard Business Review readers, 61 percent of respondents from large companies said it’s “very difficult” for frontline employee to try something new when doing so requires a small team and a bit of seed funding. Another 34 percent said that bottom-up experiments are possible only THE POWER OF EXPERIMENTATION","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128497661","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
among them, have had persistent employment gaps, and many job opportunities have remained unfilled. Private-sector employers, postsecondary educators, and government officials have tried to fill these job openings. The federal government, for example, spends nearly $19 billion each year on job training programs, while employers probably spend more than $100 billion. Meanwhile, many people simply have given up looking for a job. In fact, the nation’s labor force participation rate declined from 66 percent to 62 percent over the last generation, indicating that millions of potential workers have dropped out of the workforce. Millions of people are missing the chance to use their talents to enrich their own lives and the lives of others. This represents a lot of human potential left on the table, and missed opportunity can lead to human misery. Working Americans spend most of the day at their jobs, so if what people do is not connected to who they are, it strips them of their dignity. This can lead to a host of problems, including burnout, anxiety, and depression, leaving the workforce altogether, addiction, and even suicide. It is time we rethink our approach to learning and work and create a new paradigm for solving employers’ skills gaps and individuals’ opportunity gaps.
{"title":"Reducing Opportunity Gaps, Unleashing Potential","authors":"Ryan Stowers","doi":"10.1162/inov_a_00288","DOIUrl":"https://doi.org/10.1162/inov_a_00288","url":null,"abstract":"among them, have had persistent employment gaps, and many job opportunities have remained unfilled. Private-sector employers, postsecondary educators, and government officials have tried to fill these job openings. The federal government, for example, spends nearly $19 billion each year on job training programs, while employers probably spend more than $100 billion. Meanwhile, many people simply have given up looking for a job. In fact, the nation’s labor force participation rate declined from 66 percent to 62 percent over the last generation, indicating that millions of potential workers have dropped out of the workforce. Millions of people are missing the chance to use their talents to enrich their own lives and the lives of others. This represents a lot of human potential left on the table, and missed opportunity can lead to human misery. Working Americans spend most of the day at their jobs, so if what people do is not connected to who they are, it strips them of their dignity. This can lead to a host of problems, including burnout, anxiety, and depression, leaving the workforce altogether, addiction, and even suicide. It is time we rethink our approach to learning and work and create a new paradigm for solving employers’ skills gaps and individuals’ opportunity gaps.","PeriodicalId":422331,"journal":{"name":"Innovations: Technology, Governance, Globalization","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116464634","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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