Chief Change Officer Podcast Summary Episode Title: Work3 Institute Co-Founder Josh Drean: Employment is Dead. Now What? — Part Two
Host: Vince Chan (Viz Chen)
Guest: George Dream, Harvard MBA, Startup Founder, Co-Author of "Employment is Dead"
Release Date: February 7, 2025

Introduction

In this compelling second part of the "Employment is Dead. Now What?" series, host Viz Chen engages with George Dream, a Harvard MBA graduate, startup founder, and co-author of the provocative book "Employment is Dead." George brings a wealth of experience and forward-thinking insights into the evolving landscape of work, challenging traditional employment models and advocating for a transformative approach to the modern workforce.

The Decline of Traditional Employment

George Dream opens the discussion by asserting the obsolescence of conventional employment structures. He emphasizes that traditional models no longer align with the dynamic needs of today's workforce.

George Dream (04:32):
"We are returning to the office so forcefully in this 9 to 5 structure instead of moving forward in a way that makes sense for the employee and their work-life balance."

George highlights the rigidity of the 9-to-5 model, which fails to accommodate the diverse lifestyles and productivity patterns of modern employees. He points out that many workers thrive when given the flexibility to manage their schedules around personal commitments and optimal productivity times, such as working late nights or early mornings.

The 10 Operating Principles of Work3

Central to George's argument are the 10 Operating Principles of Work3, which delineate the essential, non-negotiable elements required to foster a thriving modern workforce. These principles serve as a blueprint for organizations aiming to adapt and excel in the age of Web3 and AI.

George Dream (04:32):
"We call it the 10 operating principles of work3. These are the non-negotiables of the modern day workforce."

Key Principles Discussed:

1. Interoperability: Encouraging employees to engage with multiple projects and decentralized autonomous organizations (DAOs), fostering a multi-stream income model.
2. Flexibility: Allowing employees to tailor their work hours to match their circadian rhythms and personal schedules.
3. Autonomy and Ownership: Granting employees control over their work and decision-making processes.
4. Output-Based Metrics: Shifting focus from time spent at the desk to the actual results and productivity delivered.

George stresses that these principles are not merely theoretical but are actively reshaping how companies build and manage their teams. He critiques the outdated practice of measuring employee performance based on presence rather than output, advocating for a results-oriented approach that better reflects modern work dynamics.

The Book Publishing Journey

A significant portion of the conversation delves into the intriguing journey of how George and his co-author Deborah, the co-founder of Work3 Institute, came to write "Employment is Dead." Their collaboration began unexpectedly when Deborah, renowned in the Silicon Valley space for her work on Web3 conferences, reached out to George with a book proposal idea.

George Dream (06:28):
"She was running her own conference, a Web3 conference, out of Silicon Valley... I was fascinated in the way that they were building their teams, engaging with talent."

Initially titled "The Future of Work is not Employment, it's the Metaverse," the book's title was later refined to "Employment is Dead" to enhance its stickiness and market appeal. The proposal, rich with research on emerging technologies and innovative workforce models, quickly garnered interest from multiple publishers, ultimately leading to an agreement with Harvard Business Review Press (HBR).

George Dream (09:06):
"The strength of the idea and really that feeling inside of everyone that something's not working here and something needs to change... was a natural fit."

George highlights the challenges faced during the lengthy publishing process, emphasizing the conflict between the fast-paced evolution of technology and the slower, traditional mechanisms of book publishing. Despite these challenges, the book’s core principles remain evergreen, focusing on foundational changes rather than transient trends.

The Relevance of Degrees in the Changing Work Environment

A particularly thought-provoking segment of the episode addresses the diminishing value of traditional degrees in the current and future job markets. Viz Chen brings up his own experience of publishing books in Chinese and transitioning to English, questioning whether degrees still hold the same prestige and utility.

Viz Chen (15:54):
"With emerging technologies, are degrees becoming less and less relevant and useful?"

George responds by dissecting the true purpose of obtaining a degree. He acknowledges that while the subject matter is important, the primary benefits of attending prestigious institutions like Harvard often lie in the connections and resources they provide rather than the degree itself.

George Dream (15:54):
"The interesting thing about attending school at Harvard is... who are you connected to, what opportunities do you have."

He further critiques the notion that degrees alone can secure opportunities, pointing out that socio-economic factors often play a significant role in educational attainment and subsequent career paths. George advocates for a shift towards valuing skills, output, and practical experience over traditional academic credentials.

Conclusion and Teaser for Next Episode

As the episode draws to a close, Viz Chen teases the next installment of the series, which will delve deeper into the Work3 framework and provide actionable strategies for companies to implement meaningful change rather than merely discussing it.

Viz Chen (16:53):
"In the next episode we'll explore the Work3 framework, how companies can actually implement change instead of just talking about it."

George leaves listeners with a call to action, emphasizing the urgency for organizations to adapt swiftly to avoid being left behind in the rapidly evolving work landscape.

Key Takeaways

• Traditional Employment is Becoming Obsolete: The rigid 9-to-5 model does not cater to the diverse needs and productivity patterns of today's workforce.

• 10 Operating Principles of Work3: These principles provide a comprehensive framework for modernizing employee experiences, focusing on flexibility, autonomy, interoperability, and output-based metrics.

• Publishing Challenges: The process of bringing forward groundbreaking ideas through traditional publishing channels is fraught with delays, underscoring the need for faster modes of information dissemination.

• Reevaluating the Value of Degrees: In an era dominated by emerging technologies, practical skills and output are increasingly valued over traditional academic credentials.

Notable Quotes

• George Dream (04:32):
  "It's tragic to me to see that we are returning to the office so forcefully in this 9 to 5 structure instead of moving forward in a way that makes sense for the employee and their work-life balance."

• George Dream (09:06):
  "The strength of the idea and really that feeling inside of everyone that something's not working here and something needs to change... was a natural fit."

• George Dream (15:54):
  "The interesting thing about attending school at Harvard is... who are you connected to, what opportunities do you have."

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This summary captures the essence of the podcast episode, highlighting George Dream's insights on the future of work, the decline of traditional employment models, and the innovative principles guiding Work3 Institute's approach to organizational transformation.