SAP and the Spoils of Productivity
William Dodson, REAPChange?
Author | Publisher of The Digital Luddite — Daily Edition Substack?? Developer, The REAP|Change? AI Safety Culture Builder Platform
The European Works Council has accused SAP of laying off workers under the guise of a transformation program.
You can fool some of the people some of the time. The leadership of the German software maker SAP believes it can fool all of its employees all of the time, though.?
And companies wonder why staff offer "resistance" to change initiatives!
SAP's "transformation" program seems to be a thinly veiled attempt to cut costs by laying off 8,000 employees, primarily in Germany, according to TechRadar.
Despite the company's insistence on offering "internal alternatives and voluntary programs," the European Works Council has called out SAP's leadership for their lack of transparency and justification.?
SAP's spokesperson's vague promises and corporate jargon do little to address the concerns raised, instead opting for a "nothing to see here" approach.?
As the company prepares to slash its workforce, one can only wonder if SAP's "care and empathy" will extend beyond carefully crafted PR statements.
To the Shareholders Go the Spoils
The promise of digital technology over the decades has been that growing corporate productivity will result in a growing slice of the pie for employees, as well.?
Instead, the very Tech companies that have brought the labor-saving digital products to market have chosen to eject the people who made the products and supporting services possible.
Like the war heros of yore, to the victors go the spoils.?
The De-humanizing Impact of Digital Tech (1970s - 2020s)
The REAP|Change? Machine Utility Rating takes into account both the exponential growth in computing capabilities since 1970 and the dehumanizing aspects of machine utilization in organizations.?
Recall that Machine Utility is about the fundamental role a technology plays vis-a-vis human agency in the REAP|Change perspective. Think surveillance and replacement technologies.
For instance, an employee monitoring software might be considered useful by employers for enforcing productivity, but its utility would be classified as Surveillance.
An AI-based creative design tool might have high usefulness for designers, and its utility would be Enhancing as it augments human creativity.
The leadership in many companies like SAP, however, are using Generative AI as an excuse to replace people; that is, for the purpose of automation.
Charting a Course to AI
The ratings reflect a balance between the enhancing potential of these technologies and their potential to create dehumanizing work environments, reduce autonomy, and contribute to issues like information overload, digital distraction, and job displacement.
The ratings reflect the growing challenges and risks associated with the increasing sophistication and ubiquity of digital technologies.
The graph reflects how the GO-GO 90's was the beginning of digital tech's "loss of innocence."
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The descriptions for each decade highlight the specific dehumanizing aspects that have emerged alongside the technical advancements.
The table underscores the importance of taking a holistic and people-centered approach to digital transformation, as advocated by the REAP|Change? Framework.?
Organizations can work to create a more balanced and empowering relationship between humans and machines in the workplace that benefits everyone: shareholders and stakeholders.
Layoffs disguised as "transformation" reflect a tendency to greed on the part of leadership and shareholders, a disregard for people, and an utter lack of imagination.
Direct mail William Dodson in LinkedIn with your workplace change management questions, or to discuss project opportunities.
He is a Coach to Change Management Leaders to produce 100% adoption of technologies that empower staff.
He is the creator of the REAP|Change? Framework for People-centered, AI-driven Transformation.
He is a former Organizational Change Management senior consultant for PriceWaterhouseCoopers, BearingPoint, Computer Sciences Corporation, and Cap Gemini-Sogeti.
His most recent books include:
"Artificial Intelligence for Business Leaders: The Essential Guide to Understanding and Applying AI in Organizations" (2023, Cosimo Publishing, LLC), 100 pp. ISBN 979-8-9884070-7-2. In digital format and Amazon Kindle.
"The New 'Teacher's Pet': A.I. Ethical Dilemmas in Education and How to Resolve Surveillance, Authenticity, and Learning Issues" (2023, Cosimo Publishing, LLC), 77 pp. ISBN 979-8-9884070-8-9. Kindle edition.
"Virtually International: How Remote Teams can Harness the Energy, Talent, and Insights of Diverse Cultures" (2021, Emerald Publishing Group) , 168 pp. ISBN: 9781801171915.
Message him on LinkedIn about your Change Management and related corporate communications issues and concerns.
Great insights on the impact of technology on employee trust and organizational change. William Dodson
CEO & Founder @ Mind Coaching Group Sweden | Ex-Spotify
11 个月Wow, that's concerning. Technology should boost trust, not erode it. William Dodson
Leadership, Executive Coach, Team Facilitator, Strategic Advisory
11 个月William Dodson from my perspective at the heart of this issue is that it's less about the technology and more about the decline of who corporations value as crucial stakeholders in their enterprise. The test is found in the answer to the question what is the purpose of a business? a. Profit maximization and ROI to shareholders (a Milton Friedman perspective) b. To create and sustain a customer (Peter Drucker view). I always pose this question in pre-workshop surveys so I know up front what I'm dealing with in terms of their business philosophy. Even MBAs find the more compelling choice is "a." If you choose "b" you're more apt to see managers and employees as stakeholders crucial to the cause. You're also more likely to heed the loyalty findings of Fred Reichheld and the dividend that this reaps. I was challenged by HR and others at the end of an exec mtg for paying 15% more in key roles than others did. I had engaged a former PWC partner whom the board used for the new exec structure and a pay expert to structure my new roles. The CEO suggested they might do likewise as just in that meeting when asked why things weren't done, the reply was they had to hire/replace key roles. CEO said "When I ask Greg it just gets done."
Author | Publisher of The Digital Luddite — Daily Edition Substack?? Developer, The REAP|Change? AI Safety Culture Builder Platform
11 个月Thanks for the Lkike, Terrance Edwards!
Author | Publisher of The Digital Luddite — Daily Edition Substack?? Developer, The REAP|Change? AI Safety Culture Builder Platform
11 个月Greg Basham, I'm glad you liked the article!