IDC spår om framtiden for det digitale skiftet

Det amerikanske IT-selskapet IDC har kastet seg på trenden om å spå framtiden den digitale transformasjonen. Jeg skal se om jeg får tid til å kommentere de ti punktene etterhvert, men her er de i alle fall. Det er ikke småtterier som skal gjøres om de får rett.

Uansett, ved utgangen av neste år vil digitale transformasjonsutgifter i følge IDC nå 1,7 billioner dollar over hele verden, en økning på 42 prosent fra 2017. IDC forutser at 2019 vil alle digitalt transformerte organisasjoner generere minst 45% av inntekten fra digitale forretningsmodeller.

The predictions from the IDC FutureScape for Worldwide Digital Transformation are:

Prediction 1: By the End of 2019, DX Spending Will Reach $1.7 Trillion Worldwide, a 42% Increase from 2017

Prediction 2: By 2019, All Digitally Transformed Organizations Will Generate at Least 45% of Their Revenue from “Future of Commerce” Business Models

Prediction 3: By 2020, Investors Will View Digital Businesses Differently, with Specific Measures Based on Platform Participation, Data Value, and Customer Engagement Accounting for over 75% of Enterprise Valuations

Prediction 4: By the End of 2018, at Least 40% of Organizations Will Have a Fully Staffed Digital Leadership Team Versus a Single DX Executive Lead to Accelerate Enterprise-wide DX Initiatives

Prediction 5: By 2019, Personal Digital Assistants and Bots Will Execute Only 1% of Transactions, But They Will Influence 10% of Sales, Driving Growth Among the Organizations That Have Mastered Utilizing Them

Prediction 6: By 2020, in over Half of Global 2000 Firms, Revenue Growth from Information-Based Products and Services Will Be Twice the Growth Rate of the Balance of the Product/Service Portfolio

Prediction 7: By 2020, 85% of New Operation-Based Technical Position Hires Will Be Screened for Analytical and AI Skills, Enabling the Development of Data-Centric DX Projects Without Hiring New Data-Centric Talent

Prediction 8: By 2020, 25% of Global 2000 Companies Will Have Developed Digital Training Programs and Digital Cooperatives to Compete More Effectively in Talent Wars

Prediction 9: By 2019, 40% of Digital Transformation Initiatives Will Be Supported by Cognitive/AI Capabilities, Providing Timely Critical Insights for New Operating and Monetization Models

Prediction 10: By 2020, 60% of All Enterprises Will Have Fully Articulated an Organization-wide Digital Platform Strategy and Will Be in the Process of Implementing That Strategy

Originalteksten finnes her

En klok kommentator i Forbes skrev nylig om disse ti spådommene:

Businesses are all in, but what does this mean for the way we work? We’re not going to keep doing the same things, through the same processes, if there’s a new platform in town. What will things really look like? Will workplaces become sullen, with everyone busy tending to systems and software that are supposed to be doing the heavy lifting of the organization? Or will digital jazz things up with new possibilities and new energy?

Digital transformation isn’t just about plopping in new technologies and forcing (I mean, persuading) employees to follow new processes. Too many organizations will attempt to throw new technology on top of their creaky, calcified ways of doing business and expect miracles. It doesn’t work that way.

Dan North, a well-known speaker, author and consultant on all things change-related, took a look at the ways we will be working in a post-transformation workplace, observing that the most successful transformations he has witnessed are those that are lead with enthusiasm, energy and compelling vision.

Digital success comes from dedicated individuals taking “the time and effort bringing people on the journey with them,” North explains. Inspired leaders “create and nurture a groundswell of enthusiasm; they engage, challenge, educate and support the middle and senior managers whose world is being turned on its head; they gain the executive sponsorship and investment to carry the whole thing forwards; they use external help because they know they can’t do it all themselves. And they do all this without recourse to canned methods or certification Ponzi schemes.”

Spennende tanker om Amazon Go

Det har vært mye buzz om Amazon sin nye hel-automatiserte butikk i Seattle som åpnet nylig. Jeff Bezos er jo beryktet for å endevende verdikjedene i bransje etter bransje og etter noen år med prøving og feiling rundt hjemlevering av mat kjøpte Amazon Whole Foods for en tid tilbake og alle har siden undret hvordan dagligvarehandelen nå skal få seg sitt “Kodak moment”.

Som med alt annet disse tech-gigantene gjør handler det om å legge fantastiske midler på å automatisere og ta ut effekten av digitaliseringen for så å endevende nær sagt alle bransjer. Bransjer som ofte sliter med å gjøre transformasjonen fra den analoge verden (litt som Rema 1000 eller Norgesgruppen med faste kostnader som tvinger dem til å fokusere på kjernevirksomhet framfor innovasjon) til den digitale, mens altså Amazon og Google er digitale fra begynnelsen og ikke må skifte motorene mens flyet er i luften så å si.

Leste denne svært insiktsfulle artikkelen om den analoge verdens kamp for å være innovative i lys av de fødte digitale selskapenes formidable fortrinn og forutsetninger.

Norwegian vs Swedish Innovation policies

Sweden and Norway have two very different innovation policies. Sweden are making tight connections to Bryssels while Norway is withdrawing public risk capital from the Startup financing market and asking the private risk sector to take main stage and help build a new economy as the oil dependency needs to be cured.

Sweden – Game Plan Europe

Significant funding is yearly allocated to Swedish research and innovation for excellence and competitiveness. In addition to national funding, Swedish actors compete for considerable resources in the European research and innovation programmes. By June 2016, approximately 400 Swedish organisations had been awarded more than 550 MEuro from the European programme for research and innovation; Horizon 2020.

Launched in 2014, Horizon 2020 has come halfway through its seven-year programme period. Considerable amounts of funding towards individual grants and collaborative projects remain to be distributed in the coming years, and novel schemes such as the European Innovation Council are expected to be introduced. At the same time, the Commission and member states are taking initial steps towards the coming Framework Programme.

At Game plane Europe we discussed how to maintain a strong Swedish leadership in European collaborations for innovative solutions on global societal challenges and excellence.

A Swedish perspective on European Research and Innovation
Sweden is an international leader in research, innovation and business. As such, the country has high ambitions for participation in European research and innovation programmes. Horizon 2020 has the potential to substantially reinforce Sweden’s investments in research and innovation and to drive international cooperation. The session presented political priorities for maintaining a competitive Swedish research and innovation system with a focus on European investments in the coming years.

Norwegian named their plan: Good ideas – Future jobs

The plan allocates NOK 400 million in measures to make it easier to succeed as an entrepreneur in Norway. In addition to supporting the Norwegian entrepreneurial environment, is one of the aims to attract more foreign players, both companies and investors.

Minister of Finance, Monica Mæland highlight three main features of the plan that will make Norway a “better entrepreneurial country”: Make access to capital easier Making entrepreneurship and innovation to a part of education in Norway Creating a culture of rooting for entrepreneurs and accept that not everyone succeeds. – Many will fail Norwegian Minister believes that today is a culture in Norway where many fear to fail, and we hope the entrepreneurial plan will help change these attitudes. – There are many who think that it is shameful to failed, rather than looking at it as an important experience, says Mæland. – Many entrepreneurs will fail, the important thing is that they do it at as early a stage as possible of corporate life, she says.

Norwegian government criticized by tech entrepreneurs

The last weeks Norwegian entrepreneurs have openly been targeting the government for it´s innovations efforts. Public risk finance have been redrawn from the market and digitalization is still not at the top of the priority list.

(Norwegian/DN) Grunder Opprør – Entrepreneurial revolt against politicians

“In a new manifesto takes several of the most prolific entrepreneurs urged to spend two percent of the oil fund for start-up businesses, as well as create a super fund in ten billion.

Among the requirements is a separate digital department, programming as a compulsory subject in primary schools, a super fund of 10 billion was invested in entrepreneurial companies, as well as turning two percent of Oil Fund towards investments in privately held growth companies

(Norwegian/Aftenposten) Norge må sette digitaliseringen som øverste prioritet. Foran arbeid, helse, klima og skole –  Norway must put digitization as top priority. Over work, health, climate and school

(Google translate) The major structural shift away from an oil and gas-based energy is inevitable and will alone require significant new growth. It is necessary for the world and Norway will achieve climate targets, while oil and gas will ousted greener energy. Even with an oil price between 60 and $ 94 – significantly higher than today – must rest of Norway’s exports more than double in up to 2040 to compensate for the decline in the petroleum sector. This amounts to almost as much money as all state tax revenue from mainland Norway. So we need an enormous amount of creativity and innovation to succeed in petroleum realignment.

Here’s the solution: Norway must put digitization as top priority. Front work, ahead of health, ahead of climate, in front of school. Because we as a nation will not be able to achieve the goals we have set ourselves within these political heartland, if they fall outside the scope of the digital future. The policy will simply not work” 

The man behind this initiative – Frode Eilertsen, a former Executive Vice President and Head of Digital Transformation of Schibsted, global head of tech in the energy sector for McKinsey, venture capitalist and entrepreneur from the United States.o

Here is from the manifesto they wrote this week:

The Norwegian society is facing dramatic changes. The disruption that every day reaches new corners of our society, due to a rapid development of technology, the explosion of data and quantum leap in artificial intelligence. Now is governed by global players, it affects hard across sectors and turmoil will have major consequences for our society. Many Norwegian companies currently lack the ability to innovate within the established structures and the defects largely expertise to respond to the technological transformation. Especially vulnerable are the very large and established. Meanwhile, expect the stock market that these businesses deliver an annual economic growth of up to 20 percent over the next 15 years. In addition, the politicians that there are these old locomotives that will deliver new jobs.

We think it is not realistic with the current development. Historically, such growth only in exceptional cases occurred among the most successful gazelle companies. And today is competition from new start-up companies and global players too strong and gets stronger; operators not only threatens future growth, but ultimately all the sovereignty of Norway and the foundation of our welfare model – financing and control. Not only within certain sectors, but also within the community core areas – health, education, energy, transportation, banking, insurance – even public administration. Norway must therefore put digitization as top priority. No work, no health, no climate, no school. This is not because these areas are not very important and the sum constitutes the foundation of the Norwegian society of the future, but simply because we as a nation will not be able to achieve the goals we have set ourselves within these political heartland. If they fall outside the scope of the digital future, then the policy will simply not work. Then all the Norwegian welfare model threatened.


Adobe Kickbox – innovating ideation

3042128-slide-s-1-adobes-kickbox-the-kit-to-launch-your-adobe-kickboxAdobe just launched their new internal ideation tool Kickbox. Lot´s of companies are finding innovative ways to drive ideation internally and Adobe have found a very interesting approach giving away a physical kit with standard work shop equipment (pens, notebook, post-it, etc.) but more importantly they hand out a credit card prepaid with 1000 USD!

(Adobe) It’s designed to increase innovator effectiveness, accelerate innovation velocity, and measurably improve innovation outcomes. It can also optimize innovation investments by reducing costs compared to traditional approaches.

If a lot of ideas do not come out of this initiative, it will at least show that Adobe wants to listen to their employees in their search for the next big thing.

(FastCompany) The philosophy behind Kickbox is simple: The most creative people lurking inside Adobe might not want to deal with the bureaucracy of pitching what could become the company’s next hit product. So Kickbox is built to be an all-in-one package to enabling anyone to prototype, test, and iterate her concept with as little corporate overhead as possible. To date, 1,000 employees at Adobe have cracked open a Kickbox. And 23 have seen their ideas graduate to receiving more investment from senior management.

Read more about Adobes Kickbox here:


Open innovation challenges without a strategy

Skjermbilde 2015-02-22 kl. 14.16.58In the future most companies will rely on open innovation, in different forms, to drive the development of their products and services. In order to become attractive for external talents, startups, SMEs etc. they will have to present a clear value proposition for why the externals should contribute or cooperate. Still most companies are only using open innovation initiatives as marketing (contributors win prizes) and basic ideations because they lack an open innovation strategy and the ability to present real value for the external players.

Take the Schiphol Airport Challenge as an example. The airports baggage handling system needs to be further developed. The needed innovation for developing a new system will not come from within and now they are asking for help. This kind of challenges are called ideations. KLM are simply looking for new ideas, not systems, or companies with new innovative solutions to solve the challenge. So why should anyone submit an idea to their challenge?

Well, you will, if you are one of three winners, be rewarded with 10 000 €. On top of that you might be invited to join the pilot project to implement the winning idea. But will that attract the right kind of innovators and solutions to the defined challenge?

  • The innovator will not let an business idea go for 10 000 € – it´s not worth the effort – the prize sum is to low (maybe as a student exercise only)
  • Who will own the future rights to the innovation if adopted? Do the winner give away the idea that obviously have a bigger value for the company, for only 10 000 €?
  • A good business idea to win a challenge like this would also potentially benefit a whole industry (airports) if developed – is the plan to build a company to deliver this innovation to other airports – or for Schipol to sell this and pocket the future  profits?

Ideation competitions might work as an internal activity inside a company, to bring out creativity and collaboration among employees, but cannot directly be applied to external open innovation without a strategy.

Successful pilot projects can result in supplier negotiations with KLM and/or Schiphol for acquisition of up to 30 Automated Baggage Handling Systems. Furthermore, there will be the opportunity to market and demonstrate successful solutions (together with KLM and Schiphol) to other airports.

Schipol should be ready to invest and help build companies that could help them develop their baggage services. A clear value proposition would then be to give an external startup or exciting service provider access to their systems (digital and physical), work with their experts, and later even help sell the innovation to others (scalable). I wouldn’t be surprised if Schipol or KLM have great lawyers, back-end resources that also might come useful for building companies that would be based on their current challenge outcome. In the end, Schipol and KLM are only one of many airports in the world that the innovator could work with. In this case I as an innovator get´s 10k€, and will contribute with my time to develop a service/product that might be implemented and might be sold to others at a later stage. What will the innovator(s) live from during this time? Who will own the end product? This is only about what KLM and Schipol wants (better baggage handling – incremental innovation) and not based on what the innovators need.

KLM should learn from Lufthansa who actually have a strategy for working with open innovation, I´m pretty sure that this current initiative will go down internally at Schipol and KLM as something that in the end took a lot of resources and came with a high prize and no real innovation came out of it.

Open innovation do work, if it´s done the right way, but you will need a strategy.



The inevitable opening up of global corporates and industry

There is an urgent need to “open up” traditional companies and make them more attractive to innovative competence outside their traditional boundaries, and establish the necessary structures and platforms required to accelerate cooperation with external talent, innovators, entrepreneurs, subcontractors and the wider community.

In today’s hyper-competitive, über-connected globally integrated economy requires that companies develop and launch new products and services faster than you can say “silo-based research-and-development!” The innovation resources required to achieve this and successfully renew and adapt their businesses do not exist within the enterprise itself, but outside of the organisation.

If your corporate strategy for 2015 is to rationalise and streamline operations by decreasing costs in the traditional sense – you are on the wrong path and missing future opportunities.

In the majority of companies capital is tied up in property, equipment and staff in addition to investments in research and development – previously prerequisites for profit growth – these lumps of fixed capital are increasingly becoming obstacles for future growth and profitability. Effective allocation of precious resources in today’s rapidly changing environment means revisiting these priorities.

It is not only the case that large multi-national companies must find new strategies for opening up and learning to collaborate with a wider variety of organisations and entrepreneurs (by providing access to their established brands, distribution channels, subcontractor relations, CRM databases, premises, attorneys, and more) but they must also learn how to work as if they really are entrepreneurs themselves.

The Golden Age of Entrepreneurship
The new generation of labour and talent are increasingly dissatisfied with the rather dismal prospect of becoming just another employee in one of the classical multinationals. Largely because of the limits that this entails – limited freedom, zero ownership, partial opportunities for participation in strategy and little gain from in the added value they stand for. They simply demand more. Fortunately for big business startups crave what they don’t have in order to quickly scale up – financial strength, industry connections, distribution channels, strong brands and the administrative muscles needed for mass sales. This is where the combination of talent and resources can be truly successful and may well be the best option for the opening up the old “dinosaurs” and enable them to remain relevant.

Corporates are now beginning to wake up to this reality. The giant Unilever is leading example. More than half of all Unilever innovation and business development projects are currently based on open innovation and collaboration with external actors. Their goal is to raise this further to an impressive 70% by 2018.

The online community US Quirky has a network of over 40,000 innovators who in essence are an out-source-able innovation enterprise. General Electric, the world’s largest company, has signed a strategic partnership with Quirky to find the next generation innovators who can create best-selling white ware products. Looking to the east Chinese Haier has more than 650 000 innovators in their open innovation network! In the future, the cost of corporate innovation will be driven down and could even approach the zero bound.

The necessity of open innovation
In the near future it will not be a question of whether you will be working with open innovation, but rather how. Success on this path requires strategy, awareness and competence at C-level. Your company´s next CEO should not be employed on their cost-cutting merits, but on the basis of their track record with (open) innovation strategy and new innovation business models.

Further indicators that help put this approach into perspective abound. Take Volvo, this colossus was sold to Chinese Geely for 12 billion Swedish kronor while in September 2014 Microsoft bought the Stockholm-based gaming company Mojang (the young company that built Minecraft) for 18 billion kroner. It took Markus Persson, the entrepreneur behind Mojang, only 4 years to build a more valuable company than Volvo. The Swedish government’s tax revenue for the sale of Mojang is roughly equal to what the Swedish state invests yearly in innovation! Looking at Finland’s national income it is not traditional corporates that account for a quarter of Finland’s tax corporate revenue, it’s the game company Supercell. Supercell did not exist a decade ago and neither did the market in which it operates. More about the Finns later…

Since the industrial revolution, access to capital has been more important than knowledge and ideas. Those who could afford to build factories and retain the best engineers and laboratories could secure vast portions of the market. This balance is shifting – and more rapidly than many realise. In today’s economy, anyone (with the right talent) can build companies cheaply and in some markets efficiently reach consumers on a global scale without having the power or strength of the likes of Coca Cola.

Expensive all-encompassing proprietary R&D is no guarantee that companies can offer the market the best products and services they can produce. The fact is that linear investments with lifetimes of 10-20 years are no longer a necessary or prudent strategy. No one knows how the market, demand and competition are going to look like in 5 years, much less 10 or 20. Why employ on hundreds of costly engineers, laboratories and production facilities when truly agile competitors are popping up like mushrooms with better, cheaper products and services. Look out because this could happen before you have finished planning your meetings to set a working innovation strategy.

This is already the reality for industries such as radio, television, music, publishing, logistics, telephony, taxi, and hotel and retail. Knowledge intensive industries will not be immune – this is just the beginning and no industry will remain unaffected.

Nokia had “everything”, but died
The “traditional” companies often obsessively strive to reduce costs and save as much as possible, but are these old school director’s tricks the essential recipe for the organisations ability to survive? Naturally, companies from time to time ensure that they have an effective organization, but savings and rationalisation is not a long-term strategy. An examination of the companies like Nokia is revealing if you want to understand the dynamics of the new information internet-based economy.

Nokia could not muster the courage to take chances or any real risks, instead they opted for carefully calculated incremental development and no more. The worlds once largest mobile manufacturer – worth over 140 billion dollars five years ago – became complacent and far too confident that their market position would ensure them a solid future. When the competition got tougher and revenue decreased, they mechanical adjusted the expenditure and continued to focus on investing in physical infrastructure and proprietary solutions. The innovative development culture that created these platforms was gone. It has been said that the management of Nokia effectively stopped all projects that involved “too much” risk – no one was willing to take responsibility for a possible unsuccessful project. It seems that they believed they were fighting a battle of product specifications rather than evolution, adoption and change. Nokia was eventually delivered a knockout blow by new ecosystems from Google and Apple. So even if Nokia had the best phones, technically speaking, based on what they could produce and distribute efficiently when they died, they did not dare to take risks where the outcome was not known, and indirectly exposed themselves thus competition where the totality of services and products suddenly what counted, not excellence in every product in itself. Nokia spent more money on research and development than any other handset maker, the problem was simply that they chose the wrong development direction. They made outrageous investments in Symbian and Navteq and other infrastructure which seemed rational in an evolutionary perspective – reasonably sensible in the old economy but worthless in a new revolutionary marketplace! None of these initiatives were based on open development but focused on costly physical infrastructure (Nevteq) and closed solutions (Symbian).

Nokia had the required Startup Ecosystem… they just couldn’t use it.
In the wake of Nokia’s closure there were suddenly hundreds of skilled unemployed programmers in Helsinki who quickly became the base for the new rising creative industry. Ironically Nokia had the innovators behind the next billion dollar industry working for them but completely failed to take advantage of this position! We all know about the success of Angry Birds and Candy Crush.

It was creative destruction at work that resulted in the fall of Nokia and the phenomenon of companies like Supercell and Rovio. Mojang, Rovio and Supercell have said that they pay their taxes with joy. They know where they came from and, as they say, they intend “pay it forward” and help other local entrepreneurs.

We now see a new generation of entrepreneurs who, in a very short timescale, create value that traditional industry cannot match. Nevertheless, the government’s efforts are overwhelmingly focused on keeping the old industry alive through large low interest loans, subsidies and tax cuts. This is happening while governments are reaping the tax benefits of the new economy and arguably becoming defendant on these revenues.

Now is the time to foster and drive the creation of ecosystems that are favorable for Startup companies and entrepreneurs – so they can find each other, gain access to capital and exploit local and national synergies in cooperation with established businesses as well as the public sector.

What can your region learn from those who have had success in creating such Startup ecosystems in Stockholm and Helsinki? Can your region foster new valuable talent and establish the basis for the new economy fast enough? Can we replace the old school decision-making protocols before the opportunity window closes and we are left with short-term, cost-cutting-solves-everything attitudes?


(From HBR) Many organizations unknowingly stifle innovation by requiring ideas to move up through levels of management before getting any investment. This might control costs, but as research led by Wharton’s Jennifer Mueller suggests, many people have a subtle bias against innovative ideas. Mueller’s team found that people often claim to want new and creative ideas, but when presented with those ideas in an uncertain environment and asked to evaluate them, the more novel ideas often get a lesser rating. Further research also showed that managers and senior leaders especially tend to reject the very ideas customers want. In the follow-up study, Mueller’s team found that when both managers and customers rated the desirability of new product ideas, customers favored the most creative ideas while managers most often rated those ideas as less than desirable because they saw them as unfeasible or not profitable. Both studies shine light on the friction many employees feel when trying to get their ideas implemented.

App workers unite! or Welcome to the 1099 economy!

18-homejoy.w529.h352.2xThis weekend I read a couple of articles around this new phenomena of the so called under paid “app workers” of Uber, Taskrabbit and Homejoy. To be honest, with huge investment from companies like Google Ventures, one could ask for better business models than wage-dumping to invest in. App workers unite! But does convenience services need to be build on a work force that cant make a living from their work?

Let´s see what happens next (more strikes ahead?) – the future of services built on just low paid, unskilled workers might not be the next big thing in Silicon Valley.

Update: The Sharing Economy’s ‘First Strike’: Uber Drivers Turn Off the App 

Heres some background to get you on top of the latest development:

BloomThat (Uber for flowers), and Shyp (Uber for packages), estimated that venture capitalists invested $1.6 billion in so-called “on-demand” start-ups in 2013 alone. SherpaVentures predicts that so-called “freelance marketplace” or “managed-service” labor models used by these companies are poised to transform industries like law, health care, and investment banking, and that fewer people have traditional full-time or part-time jobs as a result. This, in the firm’s mind, is a good thing. Read the full article in NYMAG here

“We want the company to understand that we are not just ants,” Joseph DeWolf, a member of CADA’s leadership council, told me at the Teamsters Union hall in Del Monte, California. “What we want is a living wage, an open channel of communication with the company, and basic respect.” DeWolf said CADA is signing up members, collecting dues, and plans to strike in LA if Uber refuses to come to the negotiating table.

It won’t be easy. Drivers are going up against a burgeoning goliath valued at around $18 billion. The company just hired David Plouffe, who managed Barack Obama’s presidential campaigns; it’s active in 130 cities; and if company executives are to be believed, it doubles its revenue every six months.

Uber makes that money by relying on a network of thousands of drivers who are not technically employees of the company, but rather independent contractors — the company calls them “driver-partners” — who receive a percentage of its fares. Read the rest of the article in The Jacobin here

The Freelancer Economy is Here. Should We Celebrate? Early this month, the Freelancers Union released the results of an Edelman study which found that an astounding 34 percent of the U.S. workforce is now comprised of “freelancers.”

In considering the results of the co-commissioned study, the Freelancers Union was in an oddly celebratory mood:

But this is more than an economic change. It’s a cultural and social shift on par with the Industrial Revolution. Just as the move from an agrarian to an industrial society had dramatic effects on social structures around civil rights, workforce participation, and even democracy itself, so too will this shift to a more independent workforce have major impacts on how Americans conceive of and organize their lives, their communities, and their economic power.

This and countless other studies make it hard to contest the notion that the “end of jobs” is indeed nigh, and few would argue with the Freelancers Union’s assertion that this major labor shift will have a massive social impact. But whether we should happily embrace this shift is still up for debate. Read the full article here