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From Zipcar to the Sharing Economy

Harvard Business Review

Under the hood, the business model is fundamentally not very different from that of a traditional rental car company. Their business model advantages are clear — the "fleet" renews itself naturally, there are no parking or logistics issues, geographic expansion and scaling is more seamless.

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Automation Will Make Us Rethink What a “Job” Really Is

Harvard Business Review

More nuanced analysis points to a less dystopian future where a great number of activities within jobs will be undertaken by intelligent systems rather than humans. To answer these questions, we need to begin disaggregating work and understanding how automation and AI can differentially handle various aspects of work.

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The 3 Ways Work Can Be Automated

Harvard Business Review

But just when we’ve sorted out preferred management routines, there is an entirely new landscape emerging with technology options central to the work and possibly your business model: work automation. How, when, and where should leaders be thinking about applying the various automation technologies to their businesses?

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A Brief History of Blockchain

Harvard Business Review

The third innovation was called the “smart contract,” embodied in a second-generation blockchain system called ethereum, which built little computer programs directly into blockchain that allowed financial instruments, like loans or bonds, to be represented, rather than only the cash-like tokens of the bitcoin. Insight Center.

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The Truth About How Uber’s App Manages Drivers

Harvard Business Review

The company manages a large, disaggregated workforce of “driver-partners” that deliver a relatively standardized experience to passengers, while simultaneously promoting drivers as independent entrepreneurs whose work is characterized by freedom, flexibility, and independence. million drivers are active on the platform globally.

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As Work Changes, Leadership Development Has to Keep Up

Harvard Business Review

Work is being disaggregated into tasks that can be dispersed inside and outside of the organization — the “uberization” of work. IBM has been building a talent system that both aligns with and accelerates this phenomenon of the external disaggregation of work.