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A scenario in which Independents trigger the start of a new workplace

19 February 2010

In the first article I stressed how important an engaging and supportive human environment is for work. In the second I gave an example of what could be achieved in such an environment. Now I want to sketch out a scenario of how independents could make this happen. I'll describe it in three phases.

Phase One starts out with independents who feel so inclined picking up on the suggestion that they meet from time to time to talk over what's happening in their business life. In the course of these conversations, things emerge which some find surprising: how much they themselves know that other people seem to value; how much other people know they themselves find valuable; how much opportunity exists to do things smarter; and how much is spent on expert help when instead they could just put their heads together. These realizations lead on to cautious conversations among individuals about cooperating to propose initiatives that would benefit clients. All in all, getting together is seen as a good idea, and larger gatherings start to form as groups intermingle.

In Phase Two, the word is spreading so more and more people are showing an interest. Some are starting to see opportunities to go after altogether bigger fish, and activities spin off. One group might reckon a particular industry is a mess that they could tackle. Another group has good links into a big enterprise and knows it has problems in a particular area. The groups develop business plans to go after these opportunities, the former by looking for investors, the latter by strategizing to get the attention of the board of the enterprise. Both need to have developed selling skills of a high order and both need to have capability behind them that can, when their proposals are accepted, deliver the business well. This comes from understandings, alliances and infrastructure which has grown out of conversations begun in Phase One.

In Phase Three, the success of these initiatives has started to attract wider interest generally. Investors are seeing financial opportunity in the challenge to established practices. Large enterprises are seeing an opportunity to take outsourcing to a new level. Local communities and country towns are seeing that by providing high quality facilities for the use of independents they can attract a wide range of professional and technical skills. Experienced professionals are coming out of retirement in large numbers to work as coaches and mentors or work in project teams, tempted by the opportunity to contribute on terms that are flexible and make money at the same time. IT companies are heavily involved in how to offer support to an economy starting to work in a new way. And plans are taking shape aimed at developing an experience-based pathway into economic activity as an alternative to conventional employment. A social revolution is beginning to take shape.

For this to happen, It is important to be clear from the start about what is expected of people taking part. I will turn to these expectations in the next article.

What do you think about Dick's thoughts on this issue? If you would like to contribute your own thoughts, please e-mail your contribution to us at: dickdavies@contractworld.com.au.