If you’ve ever used Uber, you’ve already experienced a model that is poised to redefine the very nature of work across disciplines, including IT. The ride-sharing service not only provides a new approach to transportation but also restructures the employer/employee relationship – a transformation so disruptive that ignoring it puts businesses at competitive risk. This trend is particularly relevant to participants in the thriving global economy, in which “talentism” is the new capitalism.1
This movement even comes with a popular moniker: “the gig economy.” The phrase might at first sound like a benign term that conjures up images of IT workers whimsically hopping from one project to another, deciding when and where to work, and more focused on enjoying work/life balance than receiving a regular paycheck.
But on closer inspection, there’s far more going on, especially in light of the gig, or contingent, economy’s rapid emergence alongside what the World Economic Forum (WEF) calls “the fourth industrial revolution.” In the WEF’s view, the fourth industrial revolution is a global phenomenon that builds on and accelerates the ongoing digital revolution by blending the physical and virtual worlds, adding incredible advances in artificial intelligence, automation and machine/deep learning to the simmering business-technology mix. In fact, the contingent economy represents an entirely new way of attracting and retaining highly sought-after IT talent – as long as IT organizations choose talent wisely, on-board effectively and protect IP where need be.