I am the CEO of a truck driver and a factory worker. The transformation -based workers need 2.7 billion worldwide a technique for them

I grew up as I watched two of them every day – my mother is working for long hours in a shoe factory, and my father drives a truck across all types of weather. Their work was not glamorous, but it was necessary. I have seen directly the extent of unexpected tables, physical demands and economic pressures not only their functions but also our family’s daily life. These experiences have taught me about the gap between the way to design technology and the way most world works.

This separation is not only personal – it’s a systematic. The era of the next innovation should not start with the symbol or capital. You should start with people. When I look at how this gap is blocked, I continue to return to Professor Harvard Cleiton Kristensen theory “Jobs”Her hiring products to solve real daily problems. But there is still a lot of solutions that you dream about in conference rooms, away from the restrooms and store floors where these problems live.

Nearly 80 % of the global workforce depends on the transformation, but it is still largely invisible to the innovation economy. While workers with knowledge have the benefits of distant tools, flexible hours and automation, the front lines industries are still struggling with exhaustion, lack of employment and unpredictable watches. This gap only expands, with less than 1 % of technological investment towards people working on their feet.

What did Barista show me

Recently, I spent one day in the Paristas shading at a customer site. I have seen how a small thing can extend like a confusing table or a delayed break during the day, which affects not only the mood of the worker but also the team’s energy and the customer’s experience. Real progress requires proximity. You have to see friction to understand it.

One of Parista told me, “I want to be the person who guides you through your request and gets you exactly what you want.” This is not only about coffee – it’s a pride in work. The question for us as innovators is: Are we building systems that protect or get rid of this pride?

Kristensen provides the road forward: Start with the real “job” that people use your product to do. It is not the imagined function on your stadium surface, but the actual function in their lives. If we apply this lens to the workforce, we will see the problem clearly: Many decision makers have never tested the inability to predict the transformation, sorcery of multiple jobs, or concern pending the schedule of next week-however they design solutions to these challenges.

The goal should not be to replace people – the work should be more stable, predictable, and generous for those whose functions require to be on the site. Issues such as unpredictable transformations and founded at the last minute are not just operational efficiency-they are human costs. More than 85 % of workers per hour He says that unexpected scope affects their health and their ability to plan for the future. For many, the inability to predict also extends to their families. One of the health care factor is trying to arrange children’s care at the last minute to retailers who lack school pickup, or Paristas trading episodes to care for one of the elderly parents-this must help real job technology to solve it if we want a society that can flourish inside and outside the work.

I saw the difference when technology actually operates for people: when workers can see their hours and profits clearly, exchange a shift from tension, and count on a table that does not change at the last minute. Achieving for better clear solutions: 80 % of workers every hour I think digital tools will improve their performance, and 70 % of the front lines workers You want better technology. The demand there, as well as the opportunity.

My challenge for builders, investors and innovators is: expanding your definition of the “user”. Go to the cafe at 6 am, talk to a nurse at a break. Watch a store manager deals with a change at the last minute of the car park. He listens. then Design with this reality in mind.

The same care we provide to the office workers-intuitive tools, actual time visions, and joy in the details-should be the basis for people who maintain the world. When we start from there, we don’t make work better. We are building a future of work actually reflecting how most of the world works.

Because if we are serious about forming the future, we must start where the work is actually – with the real jobs to be performed.

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