In the era of AI, we all need to quickly adapt to the changing business society in order to make the best career choices. This is also what Tim Clark and Bruce Hazen want to share with everyone in their 2023 book, The New Generation of Business Models (Personal Edition) Second Edition.
Bringing together the opinions of more than 300 career mentors from 43 countries, covering audiences from all walks of life and different career stages, "The Next Generation of Business Models (Personal)" has been translated into 20 languages since its publication in 2012. After ten years, the career development guide Business Model You has helped hundreds of thousands of professionals upgrade the second version, with 80% of the content iteration and a blockbuster listing.
What to expect in the new version? In May this year, BCC and People's Posts and Telecommunications Publishing House held an online book launch conference, and it was a great honor to watch the whole live broadcast to exceed 20,000 people and receive 10W+ likes and likes from new and old readers and friends.
BCC invited the author to visit in person and communicate with you online and face-to-face from far away. Take us through the underlying logic of this best-selling ten-year career classic.
Focusing on the theme of the new wave of working models in the AI era, BCC also invited He Fangfang, the Chinese translator of this book, as well as several guests such as He Yaoqin, Li Zhe, Hao Zhiqiang, Li Zhi, Tan Xingxing, Mo Fan, etc., to launch a dialogue full of wisdom and innovation.
Let's take a look at the topic discussion of the guests of this press conference, looking forward to inspiring you, the following is a review of this conference:
01
Part I:
Activate individuals and organizations with a business mindset
Dialogue panelists
01 Work Mode Canvas – Business language for all walks of life
Li Zhe: After ten years, the new edition of "The New Generation of Business Models (Personal Chapter)" has been published in China, I would like to ask the two authors to share with us, what upgrades have been made in the new edition of the content?
Timothy Clark: Before we introduce the new book, we need to understand what a "business model" is, a logical way to describe the benefits an organization creates and delivers benefits for its customers, while also helping you understand the organization's goals and how the organization works. When the book came out in 2012, we saw more and more people working in nonprofits, and often people wouldn't use business or financial language to describe their work.
For example, people working in healthcare don't say, "We provide value to our customers," they might say, "We provide better health protection for patients and their families." For example, when governments talk about their goals, they usually talk about literacy, reducing poverty levels, clean water instead of fiscal goals, etc.
So the first big change to the book is that the canvas language used in this edition can be applied to any organization, commercial or non-commercial, non-profit, and we call the tool – the Work Mode Canvas.
02 At any stage of life, the work pattern will change
Bruce Hazen: It's a tool that can be used at any stage of your career, and we're going through a global pandemic of artificial intelligence and a variety of huge changes in the work environment. Whether you're 22 or 62 at the moment, whether you're transitioning through mid-career or unemployment, in this new book we have solutions for people at different stages of life.
Timothy Clark: It's like there's a new episode in your life. You graduate from school, maybe you get married. Maybe you bought a house. You start saving for your child's education, take care of your parents to deal with illness or accidents, and retire. All of these stages are very important, and we must be aware that major changes in life stages may change the way we need to work.
For example, what we call the "3 Cs", Covid, Climate and Conflict, these uncontrollable external events will force people to change the way they work. There are many examples, strategies, and tools in the new book to help people realize how changes in life stages affect the way they work and how to deal with change effectively and smartly.
03 Development and application of personal business model
Li Zhe: We have held many workshops for professionals in China, and we have found that canvas tools are very popular with professionals with 0-5 years of experience. We wondered what demographic is using canvas tools in the United States?
Timothy Clark: The business model canvas started in Europe and is used more widely in Europe than in the United States, where it is used by recent graduates and young professionals. In fact, many employers in the U.S. don't provide enough onboarding for their new hires, so much so they have to try to find ways to integrate into the organization on their own. Often young employees think of work as a collection of tasks.
We firmly believe that the Business Model Canvas can provide a very practical thinking model for young people and help them quickly understand the logic of organizational operation at the beginning of their careers. It is very difficult to grasp systems thinking through words alone, and through a panorama of your work, you can fully see the organization you are in and the interaction between you and the organization. Work, not just performing tasks.
Bruce Hazen: I want to share a very unique use case. A medical department is recruiting for an operational position, and members of this medical team have come together to design a working model canvas for the new position. They gave the hiring department the canvas of agreed working patterns and said, "We want you to know that that's how the role we're hiring for works."
The hiring department was impressed, and the canvas concisely illustrated the otherwise complex job description. When a newcomer joins the company, they give this work pattern canvas to help him quickly understand what he does.
Timothy Clark: Yes, it's a very modern and progressive way of hiring, and there are companies that are doing that. So I think using the Business Model Canvas tool for hiring is a great opportunity for the U.S. or other countries.
04 The impact of artificial intelligence on an individual's career
Timothy Clark: As AI develops, it may be as creative as we have. At this stage, we all need to cultivate awareness of creativity and innovation, and be able to present and describe them to people in our working patterns. Once you understand job modeling, you understand that there is a very profound difference between executing activities, creating benefits, and creating value. Artificial intelligence will replace many jobs. Especially for young people who look at work from an executive level, AI is a huge threat to their careers. So it's really important that people really understand what the benefits or value they create through their work are, and we don't believe AI will create value on its own.
Bruce Hazen: AI has analytical capabilities, but humans have and largely developed intuitive abilities. Intuition is another form of intelligence that machines cannot have. People need to be aware that they gain experience in the work they love and are good at, and be able to use their instincts, not just their analytical skills.
02
Next:
Roundtable Dialogue-A New Wave of Work in the AI Era
Dialogue panelists
01 Changes in working patterns
He Fangfang: Many of today's guests are former large factory HRD, at least more than ten years of work, can you share with us: the essence of work and what are the typical changes in the work mode in the past ten years? In different business eras, what kind of professionals develop better?
He Yaoqin: As soon as I graduated, I joined Hitachi, when Shenzhen was in a period of rapid economic development. Looking back over the past 20 years, I have found that career changes have become faster, some positions have disappeared, and new ones have quickly appeared. My parents were people with expertise, and the early training they gave me was, if you have a specialty, then you will have a good life in this life. But when I came out of the company as a consultant, I found that I had to update the knowledge system every two years. Personal branding will play a greater role in value than developing on the platform, but it will also test its ability to operate and plan for itself.
Li Zhi: The core of the change of work mode and the identification of value in work is "what is most important". For example, Huaxing is an underlying technology-driven company, which needs craftsman-type talents. Product-driven companies, on the other hand, have slightly shorter cycles than technology-driven ones, are market-driven faster, and work patterns change accordingly. No matter what kind of organization you are in, whoever contributes the most to the value of the organization is the most valuable.
Mo Fan: There is a very complete talent training mechanism in foreign companies, so you need to have basic learning ability and foreign language ability in foreign companies, good foreign language skills, strong communication skills, and strong organization and coordination skills, and it is easy to develop particularly well in foreign companies. In the period of rapid development of real estate enterprises and Internet enterprises, through the rapid rise of this type of enterprise, we have seen that who creates the most value for the company, to put it bluntly, who is closest to the money, the higher the value, and the fastest promotion.
02 What jobs are AI replaced?
He Fangfang: We thought that having a certain core skill would allow me to develop well in a traditional career path, but that era has completely passed. AI has a big impact on us, what jobs is it replacing, or what can it help us do to maximize our value?
Tan Xingxing: At present, the most direct thing about its underlying model is that it only deals with the positions of text and image generation and finishing, and these positions are very easy to replace. As long as the understanding of business is thorough enough, AI is actually a value-added tool, which can improve work efficiency tenfold or even higher.
He Fangfang: What we have to consider is not what I am doing, but the essence and value behind it. First, there is no way to replace decision-making, our company's slogan is bcc does not teach knowledge, we are to help you improve your decision-making quality and teach you to think. The second is the ability to see people. In fact, there is no way to replace it.
Hao Zhiqiang: One of the principles I follow is what Wu Xiaobo said back then, "It is not the times that eliminate people, but tools eliminate people." Looking back on my own growth, there have been four eras in total. The first is the PC era, the second is the WeChat era, and the third is the self-media era of short videos. What is coming soon is the era of artificial intelligence. We want to be a user of tools and use tools to improve the efficiency of our work.
03 Gain insight into the future of coexistence with AI and iterate your own business model
He Fangfang: In the era of AI, we actually have to learn to penetrate the surface of information and understand its essence, which in turn trains our thinking ability, decision-making ability, and problem-solving ability, occupation or the ability needed in this era. As self-learning and self-growth accelerate, within a decade, as functional jobs are replaced by AI, we need to explore as many emotional and social values as possible.
Xingxing Tan: Maybe then everyone only needs to work one or two hours a day, and the rest of the work is performed by robot assistants, I think it may be possible. If AI can be used by us, it will greatly free up our time, and we will be able to do other things that we would like to do. For example, taking your parents out for a walk, or going to a distant place.
He Fangfang: In every era, there must be some new unicorns, new tracks are developed, so as to reconstruct the logic of the entire industry, and affect the way people work, which is also what the book "The New Generation of Business Models (Personal) Second Edition" wants to convey, we must use business thinking to think about what I do and what my value is, and cannot be completely immersed in my work itself. Think of your career as an ecosystem to sort out and position yourself.
He Yaoqin: When I was very young, I often asked myself, what is my core value and what is my irreplaceable part? But this question is really not easy to answer. As the book "The New Generation of Business Models (Personal) Second Edition" has been emphasized, to discover our own core value, it requires us to constantly operate ourselves and constantly sort ourselves out.
When I had some maturity in my career, I went back to this book. If I had systematically recognized myself from the perspective of management earlier, knowing my core competitiveness and what my core value was, I would have carried out around that core value, and in fact, the career path would be smoother. No matter what the tool, the core value of the self needs to be explored in practice.
Thank you very much for accompanying the "New Generation of Business Model (Personal Chapter)"
After 10 years of new and old readers,
Looking forward to this book that is more suitable for today's times,
A new book that is more suitable for the current working mode of people -
"The New Generation of Business Models (Personal) Second Edition"
Accompany you to find your best mode,
By creating value for customers,
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About BCC
Since its establishment in 2014, BCC (Business Creative Consultant) has provided business innovation copyright courses and innovative solutions for top 500 companies and unicorn companies by introducing the world's excellent business innovation tool system.
It owns the copyright of personal canvas, team canvas, design thinking ® exclusive product agency and commercial canvas ® ® ™, value proposition ™, digital frontier ™ and other courses. Applied to innovative talents, product innovation and business model innovation scenarios, the products are well recognized by leading enterprises.