Interview with Mauro F. Guillén: “Digital platforms have significantly reduced inequalities”

I would like to start by discussing a concept that I have learned from you and which I particularly like – “lateral thinking”, which suggests that we should deal with problems in a creative way, taking into account the number of variables that may occur simultaneously when addressing an issue. However, in today’s rapidly changing world, how can all relevant factors be taken into account to achieve the best possible result? 

By seeking out the interactions. In other words, by connecting the dots. Sometimes we fail to recognize potential opportunities because we are too focused on what is right in front of us. As a result, we lose the peripheral or lateral vision to see the wider context, and we fail to recognize the other things that might also be affecting what we are looking at. Everything is highly interconnected. When it comes to individuals, we have all been educated with our own biases: we study a subject, we learn about it, and we gain more experience in specific areas. Developing lateral thinking requires opening your mind to other things. It is essential to try to learn about topics that, at first glance, seem to have nothing to do with what you do. Every night, before I turn the light off, I try to read, even if it’s just for 10 minutes, about something I don’t know very much about and that has nothing to do with my work or what I’m going to do the next day. These concepts are stored in our minds and, at a later point, we realize there is a connection. It is about understanding things that, in principle, don’t appear to be connected. However, if we have the self-discipline to do it every day, at some point we start to connect them. If we talk about groups and teamwork (which is becoming increasingly common), the key is diversity. This does not just mean diverse work teams in terms of demographic backgrounds, but also in terms of orientations or knowledge. Many studies show that diverse work teams are more productive and creative.

In the current era of AI and automation, workplace environments are changing very fast, especially since the global pandemic. How is the future of work shaping up? What are the most significant changes?

There is a lot going on at once, with technology clearly having a significant impact. Perhaps the most significant examples are hybrid work, with the incorporation of remote working, and everything related to AI. Another significant change for the future is the fact that there will be an increasing number of older people working. And this is fundamental, because it is linked to the issue of an ageing population.

I agree. But on the other hand, I have started to see that, particularly in certain sectors, there is a growing demand for younger professionals…

This is one of the big mistakes that are being made, particularly in big companies. As employees reach the age of 50, they are often viewed as a liability by their employers. While they may have experienced some cognitive decline, they possess a valuable asset: experience. Of course, this also results in a loss of diversity, as previously discussed. A more diverse team is more productive and creative.

We are talking about new technologies that are transforming the way we work. Many jobs can now be done remotely, and having our email on our phones makes it harder to disconnect. This has led me to consider the concept of the economy of time, which is a topic of great interest at the moment. What is it, and how does it fit into what we were discussing earlier about the future of work?

There have been significant changes in how we relate to the variable that we call time. Perhaps, the most important change is that we now have more time in our lives, because we live longer. Not only do we live longer, but we also stay physically and mentally fit for longer. Another important issue, which you pointed out earlier, is that things are happening faster and, although we have more time, we also have less time to adapt. It is somewhat paradoxical that, while we are discussing lateral thinking, the fact that we are living longer and healthier lives, in connection with the issue of technological change, brings us to the nature of jobs and implies that we cannot do long-term planning because things will continue to change very quickly. I draw other conclusions from that small observation. For instance, when we tell teenagers to look sharp, to grow up, behave like adults, and make long-term career decisions, we are giving them the worst possible advice. There is no guarantee that these types of jobs will exist in 10 years.

So, what advice would you offer to these young people today?

They should take their professional life seriously, but not to the extent that they become pigeonholed, because then it is very difficult to change. Taking life seriously does not mean planning for the next 50 years. It is better for them to make decisions now about what they want to do in the next 5 or 10 years knowing that they will probably have to change careers at some point because of the technological changes we were talking about.

In addition to work, consumer habits have also changed. Digital platforms like Glovo allow us to have food and other products delivered to us very quickly and without leaving the house (or the office). What impact does this have on the (re)configuration of modern societies?

This is the other side of the coin. On the one hand, we are workers and, on the other, we are also consumers. And all these changes we have been talking about have an impact on people as workers, but also as consumers. The big challenge in consumption is generational change. Historically, the most significant market segments by age have been individuals in their 20s, 30s, and 40s. However, we are moving towards a new reality where the largest market segment will be people over 60s. Brands that fail to adapt will not survive, which is interesting, because if you look at advertising, for example, a lot of it is done bearing in mind the aspirations, desires and preferences of young people.

As citizens of the 21st century, are we consumers more than users?  

Consumption used to be based on ownership. For instance, if you wanted to listen to a song, you had to buy a record. Digital platforms have now introduced a completely different concept. You no longer have to own a song to listen to it or buy a cinema ticket to watch a film. You can do it by streaming. Thanks to smartphones, digital platforms connect users with each other and, when you have users who need something that someone else can provide, a business opportunity arises.

What do you think are the key factors for success in an inclusive digital transformation? That is, in a process of evolution that creates the least possible gap between different social groups.

When new technology arrives, there are always people who are able to use it more effectively. This can lead to significant inequalities when it comes to taking advantage of this new technology. This is a reality that we will continue to observe, especially with regard to the use of AI. And it is difficult to correct, especially in the short term. In recent decades, there has been a great deal of discussion about homes without Wi-Fi or the right equipment or space. These factors contribute to inequalities, which became painfully clear during the pandemic. Inequalities can come from different factors. But if we flip the coin we can see, for example, the issue of financial inclusion. People who do not have a relationship with a bank or do not have a bank account are quite limited, but now they can use payment platforms, which, in many cases, are reducing those inequalities.

Speaking of gaps. it is clear that there is still much to be done to increase the number of women in STEM careers at a global level. What measures should public administrations, businesses and education institutions take to increase the number of women in these areas (including senior management positions) and encourage young people to enrol in these technical subjects?

I am not sure why biology, for example, which is a complex subject, has more women actively involved. This does not happen however with physics, mathematics or engineering [which are equally difficult]. I do not have the exact answer, but it is closely related to discrimination and cognitive biases. Sooner or later, companies will begin to manage talent more effectively because it is a bad idea to waste it. They will start hiring more women and making better use of female talent. I am a strong believer in market dynamics and market competition and I believe that those dynamics will force other companies to treat women’s talent in a better way, because if not, they will fall behind. In other words, once the pioneers show the way, the dynamics of market competition will do the rest.

*Mauro F. Guillén is a sociologist, political economist and author of 2030. How Today’s Biggest Trends Will Collide and Reshape the Future of Everything, among others. Since March 2021 he has been the Dean of Cambridge Judge Business School, a member of Queen’s College at Cambridge University and he is a Vice Dean and Professor of Multinational Management at the Wharton School.