Standing in the halls of the first floor of a private school in Cape Town, I peer out of a classroom window: a leafy suburb below, and an informal settlement in the distance. The contrast of a town of tin shimmering in the morning sun and the cold colonial, wooden-floored, high-ceilinged school feels jarring. I wonder, if the present education system were originally established to prepare the youth for a world of work, what does it mean then for a seemingly static industry in an ever-changing world? How are children in South Africa being prepared for the current and future work environment, with a largely unmoving education? Take note If we take education to be a process through which children are equipped with the skills necessary to operate in the world into which they are born, grow and contribute, we can see knowledge as the tools with which they do so. It’s said that the education system is in crisis. While this may sound bleak, it’s an opportunity to change; crises propel evolution forward. By definition, a crisis is when a system no longer functions as intended and so new thinking is required to create and implement relevant solutions. This includes reframing and reorganising existing policies and problems. Order keeps the system together, disorder allows for change, and being on the edge of chaos results in complex behaviour. Our challenge is to shift our knowledge in a way that keeps it relevant to our changing environment. Lesson 1: Shift from adaptation to agility Dr Lize Barclay, University of Stellenbosch senior lecturer in futures studies & systems thinking, describes the changing education landscape as being influenced by the shift from the fourth to the fifth industrial revolution, and that Africa is lagging behind. As a result, African youth largely lack the necessary skills to adapt and prepare for various future possibilities in the world of work. In a time when the world is grappling with dissonance, disorientation, polarisation and more, “Africa is potentially well-positioned to navigate these profoundly different futures”. The question to ask then is: How is your business preparing the youth for the future of work, and equipping them with the skills to survive in your organisation? The revolution devours its children — Jacques Mallet du Pan, journalist Lesson 2: Shift from resilience to antifragility Ideally, an organisation — as a system — should be antifragile. Nassim Nicholas Taleb, in his book Antifragile, categorises systems into three categories: fragile, robust and antifragile. His interest lies in the latter — that which benefits from disorder, volatility, and turmoil; that which is also measurable, unlike something like risk. What makes antifragility particularly interesting is that it appears to be immune to ‘prediction errors’ and ‘black swan’ events. Resilience refers to a system’s ability to absorb disturbances, to reorganise when it is undergoing change, and to retain some structure, function, identity and feedbacks. Fragility then refers to that which is destroyed in a state of change or chaos. Whether systems are receptive, resilient or resistant to change, if a system is in need of transformation, it should act when defiance is low. The question to ask then is: How does your organisation respond to change? She was not fragile like a flower; she was fragile like a bomb — Unknown Lesson 3: Shift from strategy to systems thinking To have a systems-thinking mindset is to see the world, frame problems, and design interventions in critical and practical ways. Systems thinker and sociologist, Leyla Acaroglu, identifies six core concepts that shape this mindset:
The question to ask then is: How would you define your organisation, as a living system? Simplicity is complexity resolved — Constantin Brâncuși, artist This article was published on Marklives
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Here is a useful tool for challenging the way you, your brand, or your businesses see the obstacles that you face. If you want to transform the way you work - you need to start with the way you see the world.
Waking up one crisp winter’s morning in the small, forested town of Greyton, Western Cape, to the unexpected sound of a voice booming over speakers outside my window, I was not amused. I had been spending the weekend there with the intention of seeking escape. However, my visit happened to coincide with a three-day mountain bike challenge. My great escape was overshadowed by the #GreytEscape. With banners, signage and branding advertising the event, it was difficult to miss what was happening. Cyclists themselves were adorned and decorated with logos, strutting with pride as they showcased the names known to those in the industry. It made me think of brand equity — the social and financial value of being a recognisable brand — and the role of social influencers in promoting brands. Take note Greyton is a popular destination among weekend-getaway-seekers and has been described as an ideal place to ‘exercise, relax, and indulge’. While it may offer ‘old-world charm’ with ‘modern conveniences’, there are remnants of a troubled past. The neighbouring town, Heuwelkroon, houses residents that were forced to sell their homes and land in the 1950s, despite having been part of a multiracial community for centuries. This paints quite a different picture from the surviving Victorian houses and quaint cottages, built between 1854 and 1860. The town has a history and heritage while highlighting and enhancing the favourable aspects of its brand that speak to present-day needs and narratives. Lesson 1: find new forms of measurement You have probably come across the term ‘vanity metrics’. It’s the method of measuring a brand’s equity by monitoring registered users, downloads, page views, likes, shares, and other forms of interactions from consumers that don’t necessarily translate into tangible value. The alternative to vanity metrics is actionable metrics. This considers active users, their level of engagement, the cost of acquiring new customers, and the impact on revenue and profit. If we use the incorrect tools for measuring our success, we may be missing the big picture. Being visible does not always translate into being valuable. Wind extinguishes a candle, and energises a fire — Nassim Nicholas Taleb, essayist Lesson 2: be part of the social conversation Influencer marketing is often implemented in order to establish credibility, to create conversations, and to encourage favourable purchasing behaviour. It’s the idea that the visibility of a brand, in association with a recognisable or respected person, would generate particular associations, communicate particular messages, and encourage the adoption of or loyalty towards the brand. Depending on the desired outcome, a brand could reach out to any of the following types of influencers (source):
What you do makes a difference, and you have to decide what kind of difference you want to make — Jane Goodall, primatologist Lesson 3: pay attention to the future of marketing It’s no longer enough for brands to advertise and market to consumers — to try and influence their behaviour or win over their loyalty. It’s time to build trust ecosystems that encourage commitment from both sides, throughout the journey. We see old industries being revamped or replaced in innovative ways, and marketing can do the same. While influencer marketing may seem appealing today, it’s important to consider what that might look like in the near future. We’re already seeing the youth turning to gaming platforms as their global meeting place, social gathering space, and choice of messaging service. How will your brand respond? With a kind of madness growing upon me, I flung myself into futurity — HG Wells, writer This article was published on Marklives
When starting any project, make sure that you first identify the real problem. Sometimes we need to dig a little deeper to see what lies beneath the surface...
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MARGUERITE COETZEE
ANTHROPOLOGIST | ARTIST | FUTURIST CATEGORIES
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