100x Workforce
The "100x Workforce" theme acknowledges we only use 1% of our human capital and there is a 100x opportunity of human potential leverage.
This potential can be unlocked on three levels
- Individual
- Team
- Organisations
Individuals
We know that in complex jobs, the top performers are up to 7x more productive than average performers. In addition, even with these top performers, most of the work is done in a few "moments of truth," which means productivity is not evenly distributed over their working time.
Teams
The most important work is teamwork today. But team-scaling has tight limits, leading to the insight that "special forces" are outperforming "armies". Team composition and team density are critical factors for maximum team performance. Social composability can help foster collaboration across different teams.
Organisations
Price's Law states that the square root of the members of an organization contributes 50% of its output. That means 10 members (10%) of a 100-member organization produce 50% of its output. For a 100,000-member organization, it would only be 316 members (0,3%). The main reasons are over proportionally increasing complexity and lack of transparency and alignment.
We live in an infodemic, and Attention is a very scarce human resource.
Automation and Augmentation are human intelligence and productivity accelerators on the individual level.
"Networks of teams" have the potential to be much more effective than monolithic hierarchical organizations.
Superhuman Decisions
Effective and collaborative decision-making is one of the most critical capabilities on all levels. "Superhuman decisions" create the most desirable outcomes for the most people impacted while adhering to common plural values as well as inspiring broad acceptance and engagement regarding its execution.
"Superhuman Decisions" are supporting
- coordination and alignment
- cooperation and synergies
- collaboration and emergence
including top-down and bottom-up governance designs.
Decentralized approaches add new properties to decisions and governance, avoiding single points of failure and minimizing the need for trust.
Highly networked systems like the digital sphere tend to monopolize power, requiring new governance approaches that serve everyone.
At the same time, states tend to compete globally, leading to regulatory arbitrage and negative externalities.
Human's capacity to process information is limited, experts (by definition) are the ones that didn't solve the problems of their field so far and exponential acceleration of technical progress is demanding new digitally supported decision and governance architectures and tooling.
