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In short :\n > What is at the heart of digital disruption is the emergence of open organizations.\n > These organizations are characterized by the use of talent on demand, but this takes various forms.\n > In this article, Albert Meige distinguishes three large layers of talent on demand and locates the activity of his own company within this group.<\/pre>\nIntroduction<\/h4>\n
Ten years ago in San Francisco,\u00a0I saw the future of organizations.<\/p>\n
Open innovation was one of the aspects of this future, but it did not represent its essence. What I see appearing everywhere today is the open organization.<\/p>\n
This isn’t apparent to you? That’s normal. The components of this evolution still bear other names today, but they converge on a characteristic form: the open organization!<\/p>\n
In a previous article, I began to paint its portrait. One of the keys to open organizations is talent on demand.<\/p>\n
Today, in light of my thesis of open organizations, I want to clarify this notion and to situate the position of Presans in this vast movement to transform work.<\/p>\n
1.\u00a0Mega-trends<\/h5>\n
On-demand talent is manifested today mainly through the\u00a0proliferation of digital freelance work platforms such as Fiverr, Uber, or Deliveroo, to take a few examples. These platforms are one of the most recognizable manifestations of the digitalization of our economy, one of the three megatrends fundamental to our times along with the acceleration of commoditization, and inflation \/ fragmentation of knowledge.<\/p>\n
And it is these three major trends that respond to the emergence of open, agile organizations, helping them flexibly activate their talent pool, and connect to the world through a digital platform.<\/p>\n
Why ? Because the open configuration is economically more efficient.<\/p>\n
But what sort of efficiency are we talking about? What is the\u00a0connection\u00a0between a freelance rideshare platform and a platform of technology experts such as Presans, the company I founded almost ten years ago?<\/p>\n
2. The on-demand talent pyramid<\/h5>\n
Efficiency can be defined as a combination of cost reduction and increased performance. Among these combinations, three layers are\u00a0the most important to us: together, they form the talent on demand pyramid.<\/p>\n
> Pyramid Level 1: The Low-Qualified On-Demand Talent Market<\/h6>\n
| Definition<\/td>\n | Low-skilled service market places.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||||||||||
| Examples<\/td>\n | Uber, Deliveroo, Menu Next Door etc.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||||||||||
| Characteristics<\/td>\n | The service on offer is composed of elements that are in principle \nlargely substitutable.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||||||||||
| Role of the platform<\/td>\n | To bring out the best talents thanks to the architecture of the \nplatform (notes, comments, response times).<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n <\/div>\n \n \n \n \n \n The first layer forms the base of the pyramid.<\/span>\u00a0I rank the freelance platforms, whose role is to provide a functional and data architecture that can\u00a0help an order emerge from a mass of talents that are a priori substitutable and unskilled.\u00a0The best talents are thus indicated by the notes, comments, and other response time statistics provided by the platform.<\/span>\u00a0Efficiency results\u00a0from a sharp reduction in the cost of service with equivalent or lower performance.<\/span><\/span><\/div>\n <\/h6>\ntalents<\/h6>\n |
| Definition<\/td>\n | Crowdsourcing competition platforms.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||
| Examples<\/td>\n | 99design, Kaggle, UpWork etc.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||
| Characteristics<\/td>\n | The deliverables are perfectly evaluable according to shared \nstandards.<\/td>\n<\/tr>\n | ||||||||||||||||||||||||||||||||
| Role of the platform<\/td>\n | Help the best proposals emerge, charge accordingly for the use of the best.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n The second layer forms the intermediate layer of the pyramid. The level of qualification of the service provider increases sharply. The substitutability of talent remains high, but the skills involved meet established standards. The deliverables remain entirely in the customer’s control area, which is perfectly capable of gauging the quality of the service. Efficiency translates into a combination of cost control and expanded access to standardized, high value-added performance.<\/p>\n >\u00a0Pyramid Level 3: Exotic talents<\/h6>\n
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