#3DVU The Future of Work and COVID-19. Episode 15
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#3DVU The Future of Work and COVID-19. Episode 1532 min read

The COVID-19 pandemic has put the world upside down, with more people working from home than ever before, internet companies are being forced to adjust the way their services work in order to accommodate this growing demand. In this episode, we discuss the Future of Work and what we can do to be prepared.

Transcript of Episode 15

LaMondre Pough: Welcome to 3DVU, one conversation, three different perspectives. I’m LaMondre Pough.

David Pérez: I am David Perez.

Richard Streitz: And I’m Richard Streitz. Thank you for joining us.

David Pérez: Hello. So this week we wanted to shift a little bit away from the political conversations that we have been having, because we wanted to, to talk about something that’s very close to, to us, something that we’ve been working on for awhile as a, as a company in RuH Global. And that is the future of work and especially how it has been affected by the COVID 19 pandemic across the world.

As everyone, everyone in the world, I think knows the COVID-19 pandemic was a big thing that forced a lot of businesses to close and go either work from home or completely closed. And that transition to a completely digital world was not something that affected only businesses. It affected governments, it affected education.

It affected everyone. Everyone had to transition to a digital world. And what that created was basically a leap forward into something that we were already expecting, which was the future of work. That fourth industrial revolution that we were expecting would come with the advent of technology, everything happening online.

I know it has become some sort of a meme than everyone has so many zoom meetings now that they simply cannot deal with any more zoom meetings. But the fact is that that was something that we were expecting would happen with the fourth industrial revolution. So COVID-19 basically pushed us all into the future that we were already preparing for, but maybe most of us, some of us were not as prepared as others.

And the future of work has been announced by many people around the world for a long time, they’ve been saying, we’re going to start doing things digital that the advent of AI is going to change how we do things. Jobs are going to start disappearing. According to the world economic forum, 47% of jobs are at high risk of disappearing with the future of work.

And all of those statistics have been created sort of to create awareness. They are scary, but they are not created to scare people. They are created to create awareness and tell people let’s prepare for what’s coming. The thing is that COVID-19 has pushed it forward, has forced everyone into something that was completely unknown, and we need to start figuring out how to do things right.

Right now. To start walking towards that future and make it as inclusive and as good as it can be for everyone. So that’s the conversation that we want to have today. We want, we want to talk about what the future of work is, what we think might happen and what is changing with the future of work.

So guys, I want to hear your initial thoughts on the future of work, what you think about when you talk about the future of work?

Richard Streitz: Well, you know, it’s, it’s something that, um, and you alluded to this there’s, there’s the future of work pre COVID and future of work post COVID. And I think those conversations, although are related, have definitely matured and shifted in a way that they aren’t necessarily going to go back to that pre COVID um, level of conversation, um, and. And, and, and so I think that’s a good thing, ultimately, uh, because one of the things that COVID has done in regard to certainly future of work is, um, it has, it has forced both on the employee and on the employer side, um, higher levels of, of integration and act and activity in regard to using tools that now have become commonplace that may have been only more common and, and, um, and more aware of, of, of techno, uh, specialists or techno geeks that were following trends in technology and so forth, where now they’re very much commonplace for, for, for people. And so there’s a, there’s a level of comfort just strictly from that, which helps, which helps spread that across a general generational divide.

Um, you know, you’ll, you’ll have more senior partners and more and more senior higher level individuals in a, in a work environment that are now using these tools on a day-to-day basis where previously they weren’t were maybe, um, newer, younger employees were far more advanced in, in, in regard to their level of utilization.

And so, you know, so there’s, so there’s that also from the employee, employer side data collection points become far more um, critical and, and in, in regard to they have digital clocking in and clocking out. Some people have keyboard, uh, key keyboard counters, uh, to monitor activities, um, and things like this.

So, uh, and, and, you know, somebody was, oh well, that sounds like big brother. Well, okay. Yeah, sure. Um, but from the employer side, that’s data collections or data points that now they can able to, to monitor an employee base and, and provide either tools as a result of that data that help increase productivity and make it easier for the employee, employee to do their job. So it’s not always just negative data, just because data is being collected. It doesn’t mean it’s automatically negative or, or, or should be looked at that, uh, many times it’s for the greater good of not only the organization, but the employees and, and so forth.

So anyway, there’s a lot to unpack and we’ll get into all this, but I mean, I think that, um, uh, understanding that there’s a pre COVID and a post COVID, um, reality to, um, this is important.

LaMondre Pough: Absolutely. And I agree with you Richard, on that. And one of the things that really stands out to me, um, in this is we’re calling it the future of work, but I almost look at it like, um, and this is probably a horrible analogy to make for this, but I look at it as a mother Eagle pushing her her her, her eaglets out of the nest. It just so happens that the mother was a horrible virus that was airborne and killed, you know, a bunch of people, but still yet the, the, the, the infrastructure that we’re building this on had already existed. It had been there. In fact, it had gotten to where we were getting pretty good with it.

It just wasn’t being used on a widespread basis. But now because of the push out of the nest, you know, everybody, all of a sudden has started to, uh, has started to really embrace this kind of technology. And of course there are a lot of fears. There are a lot of changes that are happening as a result of particularly, and specifically what I’m talking about right now are like feed platforms.

Like, uh, the, the meeting platforms. I’m not going to necessarily say one in particular, but the meeting platforms, uh, that are out there, that people are really starting to, you know, really get the hang of them um, Pretty much. But the thing is, they’ve been here for awhile and we just refused to use them.

And what also is interesting is now people are being forced to start thinking differently, to start looking at things differently. There were organizations and companies that both of you guys know who said, we can’t do that. That’s not something we could do until it became something you had to do in order to survive.

And now all of a sudden we can do it. You know, we may have some, some, some, some learning hiccups, but we can do it. So I see not only just a shift in terms of technology, not only a shift in terms of skillset, but also the culture of how we view work and work environments and what it means to connect with people.

What does it mean to collaborate with people and how do we, how are we productive in getting this done? So I see that as a part of that, that, that free fall, uh, before we began to kind of catch, catch wind with our wings. But I think we are, I think we are. And I think that it’s a scary, but it’s a very exciting time.

And I think that there is a lot of opportunity, uh, that has been revealed that otherwise we would have not seen before.

David Pérez: Yeah. And that’s exactly right. We’ve been pushed forward into something that was already happening in some companies. We can say that Ruh Global Impact has been working from home for more than four years now.

And we’ve been completely digital, giving, even more pronounced by the fact that I am in Costa Rica. And you guys are in two different States in the United States, right? We have been doing that for four years and still three years ago in 2017 Raja, Christiansen and Salah published uh, an article.

And they said ‘the changes that the digital technology is introducing in the price of capital versus labor, the costs of transacting, the economies of scale, and the speed of innovation brings significant effect in three dimensions, the quantity, the quality and the distribution of jobs’. We already knew three years ago that this was going to happen.

What happened with COVID was that it happened everywhere at the same time and there was no other option you either adapted or you failed as a business. So people had to adapt and they had to start using new technologies and they had to start using AI to manage those data points that Richard was talking about and they started doing things.

But another thing that started happening is that we saw even more people take advantage of those things that we know as the future of work. For example, the gig economy started popping everywhere in the world. I know that we have been talking about the gig economy for awhile. A lot of people have been involved in the gig economy, doing different gigs for different companies and creating even a better reality for themselves than they could have if they were employees, of only one company, but with COVID people have to do it.

There was no choice, right? If my company closes, I need to find work. So they started doing everything they could. Workforces were decentralized, right as well. Everyone was working from home. So now you, you can have people working from anywhere in the world. And one thing that I, I find is one of the most important ones, is that the motivation to work changed.

LaMondre Pough: Absolutely.

David Pérez: People, with COVID, we’re forced to realize what’s important and what is not important. And there’s a phrase by, by a Spanish author he’s fantastic. His name is Victor Küppers, and he says ‘the most important thing is life, in life, is that the most important thing is the most important thing. You need to find what’s important to you and work for that and make the most important things the most important’. So let’s talk about these three things, the gig economy, the decentralized workforce, and the motivation to work changing. And, and let’s, let’s address those, those three different topics that are part of the conversation of the future of work, but that we were forced into.

Richard Streitz: You know, interesting point about the decentral I’m going to address that.

The second item you, you did first, um, because one of the interesting things is cause and effect of that. Um, as a result of everyone becoming decentralized, right? Everyone was working from home now. Um, and for large corporations, you know, the hundred, uh, um, you know, 500, uh, plus thousand employee base, or, you know, large mega companies have thousands of employees.

This becomes problematic because in, uh, initially, because for many of these work and tasks groups within each one of these different corporations that relied in that sort of day-to-day interaction, being, being able to pop into each other’s office and being able to, to have a, a strong flow of communication.

And as a result of being, um, everyone working from now, from home now, and you didn’t necessarily have that, uh, what ended up happening is the not only the proliferation, but also the, um, the accelerated use of, of, of tools that allow that level of communication. Uh, still to happen on a, on a moment to moment, uh, instance.

So instead of popping into somebody’s office, you would pop up on their screen with a, uh, with a text message or what have you, in, in, in group environments, um, uh, digital group environments. And so the interesting side effect of that is that companies that had very poor aspects of that at an organic level in their company actually had improved, um, output because people adapted to using those tools much in, in a much easier way.

They, they, everyone just fell used to doing that because they’re staring at their screen. They’re sitting in front of their computer and it became easier now for them to be able to do that. Where that may not have existed organically in the, in the physical world, in their office space. And so you’d get tighter collaborative efforts as, as result of that.

And so there’s sort of this interesting juxtaposition of that, where you had as a result of the de, of the isolation. And you ended up getting better, um, collaboration, um, from some organizations, uh, as, as a result of that. So, um, you know, and, and that, uh, again, uh, based on platforms that were already existing, but no one was necessarily using to the extent that they are

LaMondre Pough: now.

Yeah, absolutely.

David Pérez: Yeah, go ahead LaMondre.

LaMondre Pough: No, I was, I was going to kind of come from, from multiple perspectives, but. The, the whole rise of the gig economy. I think one of the things that has been amazing, uh, particularly, uh, for people with disabilities and people, um, who’ve been typically marginalized, um, in terms of the workforce is, the gig economy has allowed for entrepreneurs to really step up. And so it’s a situation. Okay. So perhaps I can’t get hired or I have not been able to be hired at that particular company or organization, but I can still supply, uh, whatever service or goods that I create that I provide to a number of people because now people are looking for it.

Now that means that, that, that causes us to have to develop some other skillsets, uh, in terms of managing time and managing resources and figuring out how to properly market it. But the reality is there is another Avenue. I don’t have to just wait for a company to come along and say, yes, we’ll take you on. I can actually go out there and put it out myself.

And now what you’ll find is you’ll find a lot of organizations are now actually scouting for those talents based on the work that they’ve been producing as, as, uh, as members of this gig economy. So I think that the opportunity, um, has always been there, but now it’s open to more people. Now it’s open to more people to really become a part and earn a living, earn a living, doing things that they’re skilled and talented enough to do.

Now, the other thing that I wanted to address in this was about the, um, the motivation to work. Now when we think about the motivation to work, I think that one of the things that we have to recognize is that this future of work issue is causing so many people to have to be re-skilled to have to be retrained, to have to look at what else is it that I can do, because, because not only is it interacting and interfacing with new technologies, but as you said, 47% of those jobs may disappear.

Might not be here anymore. So what are people going to do? So now you’re talking about, you know, um, and this is just an example of it where people who once were coal miners are now being trained on how to code, because obviously, you know, the coal industry bye-bye, even though it was said it was coming back, didn’t happen. But nonetheless, so now people are being retrained to do this, and this is something that has to happen across the board. Um, and, and it’s amazing. It’s amazing. The training opportunities that are available for people now to be retrained, to be, um, to, to, to, to learn new skills and a new skillset.

And the third thing that I want to talk about is the de-centralization um, of work and, you know, Richard, you so eloquently put out, you know, what that can mean and what that could look like. But here’s something that I think we, we have to address, even with this whole new future of work and the technologies and all those kinds of things.

There are still a large number of people who will not have access because they don’t have access to high speed internet connections. They don’t have access to, um, to the, to the technology in itself. So what happens is those people could easily be left behind. And here’s the thing. Typically, these are the communities that are already left behind.

In the current economy in the current situation in terms of work. And so we’re talking about even widening that gap between those who are participating in it and those who are not, and it’s not because of a lack of motivation is not because of a lack of desire. It’s not even because of a lack of, I don’t want to be retrained.

It is simply because the infrastructure is not there that will supply, that will allow that person to have access to the system. And so, you know, we really have to look at, we really have to look at the factors that play in it, because right now it is an amazing opportunity for people who traditionally have been locked out to actually participate.

But in order to do that, it’s got to have access. They’ve got to have access to the infrastructure. They have to have access to the technology. So I think that um, so it’s imperative that we take a look at that when we consider the de-centralization of work.

David Pérez: Yeah, absolutely. And I can add some statistics to what you’re saying.

Marr in 2018 said ‘over the last two years ago, so that would be 2016 and 2017 90% of the data in the world was generated’. So the opportunities for learning are endless.

LaMondre Pough: Wait a minute say that again, please repeat that statistic.

David Pérez: Over the last two years alone, 90% of the data in the world was generated.

That was 2016 and 2017.

LaMondre Pough: That’s jaw dropping man.

David Pérez: So you can imagine the amount of data we have generated since then. And up until now, the

opportunities for lifelong learning are out there for everyone that has access. Everyone that has access to those opportunities for lifelong learning can start to get into this fourth industrial revolution in full form, because getting into the gig economy, having to wear different hats for different companies, of course implies you have different skills.

LaMondre Pough: Right.

David Pérez: To do for different companies being part of a decentralized workforce implies you have access to the internet. Lifelong learning, which is something that people are looking for now, you need internet access to do it. Technology augmenting human work is also another of the big topics in, in the future of work.

And to be able to understand technology, you need to be able to access technology. All of those different things put together translate into one big thing, which is better job quality for most people. Because we know that that jobs are getting better, less demanding, less, less bad for people, but the people that have access are the ones that already had access.

So that, that leads us to, to the bigger conversation about the future of work. And that is that the world is changing. We know that, we’ve been seeing that for a while. But it’s not equal. It’s not changing at the same rate for everyone. So for example, the community of people with disabilities has always been left out of the, of the business world.

They have not been included. We need to start making changes now. So that, that future of work that we’re looking at is inclusive for everyone. And what are those changes? What can we do to start making the world more inclusive in the future of work? What do you guys think?

Richard Streitz: Well, you know, I absolutely, there are certainly are organizations out there that are doing amazing work and desperately trying to do that, uh, especially for, um, many of the developing countries and countries that have depressed economies and so forth.

Um, for example, the gate, uh, um, the Melinda and Bill Gates foundation, um, is, is certainly one of the global leaders in being able to create connectivity, um, to you know, many, many areas of, uh, many of the, of the, uh, uh, countries within the continent of Africa, but also in India, um, and parts of Asia as well.

Uh, Huawei technologies corporation is another organization that is, um, that has, that is actively providing, um, mobile communication devices for, for regions that they can come in to provide access, um, to the internet because, uh, you know, it’s so critical for individuals all over the world, all peoples to have no matter how remote to have access to this information to, to, uh, to have access to the portal that gives them connectivity to, um, to be able to connect and learn and read and, and, and, uh, and, and nurture their skill sets. Um, you know, I often think, and I may have brought it up in a previous episode where, you know, we don’t know where the next Mozart is living, um, or, or where, where the next, uh, Einstein or Stephen Hawking is living.

And just because they don’t have access to, um, to modern or standardized communication, they’re not able to, to demonstrate their skill sets or abilities. Um, even though their mind is, is more than capable enough. And, and so that is a crime to, to not only just themselves, um, but to society in general, that loses the ability and inside of those individuals that are lost otherwise.

So there’s no question that. Um, the digital divide, just, uh, an event like COVID-19 has expanded and exasperated that digital divide, um, and, and the disparity that exists between regions and, and, you know, we don’t have to look very far, you know, here in the U S we don’t have to look to foreign countries for this.

We have many, many areas here in the U S that fall exactly in those, the, the remote, rural country, uh, um, cities and, and, and, and, um, and towns that are, that are all over the U S um, suffered this, um, suffer this plight as well, um, of not having connectivity. So it’s certainly a global, a global issue. Um, but one that we in the U S here haven’t really chosen to, um, to really, uh, come to grips with ourselves.

Um, but it is certainly important.

LaMondre Pough: Yeah. You know, I, I believe that every society should want all of its citizens to be well-educated and earning a living wage, uh, to where they can support themselves and their families. And I believe that the government plays a role in that. I believe that government industries and industry and communities have to come together.

To, to, to bridge those gaps because here’s the thing and statistically, you all know that this is true, organizations that focus on diversity and inclusion typically fare better economically and in terms of longevity than those who don’t place that as a higher priority. So my thinking is, as a society, government would say, you know what?

We really need to work to make certain that all of our citizens have access. This just as a, not even as a, Hey, this is a nice thing to do, but as a right, because here’s the thing.

Richard Streitz: It is fundamental.

LaMondre Pough: As a fundamental right. Absolutely. Because the thing that I recognize is that because we, as David just gave the statistics about how much data has been produced within the past two years.

When you think about that, if you’re outside of that loop, you’re missing, you’re missing out on everything. In terms of how society is progressing and how it’s moving forward. Now, if you wanted to go off the grid, get you a couple of cows, chickens and plant a farm and just live your life that way, dig a well, that’s fine.

You can do that, but that’s not realistic for 99.9% of the population. There’s probably 0.1%. Of the population that can do that and God bless them, but the truth is the rest of society marches on. And if you don’t make certain that folks have this kind of access, if the government does not make certain that they’re working with industry and industry makes certain that they’re working with community, if that doesn’t happen, unfortunately, government industry and society is going to have to deal and, and, and work with those issues on a much bigger scale than necessary. Because the thing that we find is when, when people don’t have gainful employment opportunities, when people are poorly educated, what you tend to see is an increase of crime, which you tend to see is an increase of the things that are not necessarily favorable for a community.

So it seems to me like it would be a no brainer. For us to say, you know, we need to heavily invest in this and we need to make certain that all of our citizens have access to it. So I believe that that’s one of the things that we have to do is really, um, look at the communications and the connections and the efforts that government industry and communities are, are putting into this and work together to make it happen as opposed to villainizing uh, any section of that.

David Pérez: Yeah, no, we don’t want to villainize anyone. We know that what we want to do is work now, start working now because we cannot wait to see what happens. And if we are able to do things a different way, we know that the only way forward is inclusion, the only way you can help disenfranchised populations stop being disenfranchised is by including them in the conversations.

And that inclusion is only going to come by a lot of joint efforts from the private sector and the public sector. I wanted to, to add another statistic because it’s just very important for people to know the effect that including people has in the economy, Accenture in 2018, published a report. And, uh, and in that report, they, they state that the USA GDP could get a $25 billion boost.

If only 1% of the people with disability community was introduced into the workforce. That’s 1%.

Richard Streitz: Wow.

David Pérez: So imagine what we could do if that was 100%, the amount of money that would be moving around it’s of course, on the trillions of dollars and everyone would benefit, companies would benefit. Individuals would benefit.

Everyone would start having better quality of life. Everyone would start, start having better quality jobs because we are, as Richard was saying, introducing people that have been left out into our joint efforts as society to become better. And those people are going to bring better ideas, better things for everyone.

Inclusion is never a bad thing. And that’s, that’s something that I feel like, people need repeated more and more. They tend to forget that inclusion is never a bad thing. There there’s no way that it can turn bad on you. The only way is if you do it wrong.

Richard Streitz: Hmm. Right.

David Pérez: If you start including, but excluding others.

Richard Streitz: Right.

David Pérez: Real inclusion, making everyone more equal. It’s always going to yield benefits in the long and short term. That’s clear, companies have noticed it. Champions on disability inclusion companies that have been labeled as champions by Accenture, average, 28% higher revenue than their competitors in the same segment in industry that’s 28%.

And we know for a fact that they’re not doing enough. But those are the first steps towards inclusion. They are having happier employees, better, less turn turnover rates. They’re simply making their companies better by just starting the walk towards inclusion. And we know that if we, as society started that work towards inclusion.

Thinking about the future of work. We can have a fully inclusive future of work where everyone that wants to work can work and have impact in society. And that impact translates into impact into everyone’s lives around them.

Richard Streitz: Yeah. Yeah, no, absolutely. You know, innovation sits squarely on the shoulders of inclusion, um, and, and innovation and invention.

You have to have inclusive, includes an inclusive, collaborative environment in order for those things to, to proceed. Um, um, otherwise you have stagnation. Uh, and so the only way you can have that constant flow of fresh new ideas is by becoming more inclusive. Um, so that your, your ideal pool doesn’t become stagnant.

Um, and, uh, and I think that is that, that that’s the, uh, the proof sort of into the statistics that, uh, that David, that you mentioned is, is why it’s so important to, to have and create inclusive environments. Um, and that doesn’t, in its totality inclusiveness for all peoples of all abilities. Um, because it’s that through that collaborative nature and, and, you know, you, you mentioned something else that is just so profoundly important.

I think many people think that. Oh, well, the government’s the one that’s got to step up and provide infrastructure and all that. I think that in the, the first and sort of second industrial revolution here, you know, uh, that we went through, especially like in the turn of the century, um, that wasn’t really the case, right.

It was the private sector, that that launched us. If you look at Edison and Carnegie and all of that, these were private individuals, um, that, uh, built them and amassed an amazing amount of wealth based on that. But it’s an important lesson that we can’t necessarily rely on the government, uh, because we’re too big um, to do this level of, of scale of change. There needs to be collaborative corroborative partners, um, both on the private, at the scale of private and in the public sector. Um, cause you have to have, because of how complex our, our, our, our, uh, our, um, society is, you have to have that level of some governmental regulation and so forth so that things can be controlled.

And, and we don’t end up with monopolies, like we had back in those days. Um, But, but still the, the innovation is really going to come from the private sector, um, working in collaboration and corroboration with the governments, um, to allow it to expand. Um, so I think that’s, that’s not a trivial point to this.

Is that not one or another group, again, it goes to that inclusive. This is an all inclusive item where all parties need to come to the table and, and support it.

LaMondre Pough: Absolutely. I agree with you and I, I. I agree that it has to be collaborative because here’s the thing that, as you said, a lot of monopolies were made during that time, because there were a lot of people we’ve contributed to those, to those revolutions and to those, uh, even to those evolutions.

But the truth is many of those people were still left out, many of those people, did not get the credit, did not get the money, did not get the economic boost because these Titans of industry. Pretty much worded it for themselves. And while it did change society, it also had that big gap again. And this is why I say it’s so important that it’s a collaborative effort because the thing that we do recognize is industry unchecked leads to greed, running amok and we’ve recognized that. So you have to have those collaborative efforts. You have to have those collaborative arms that come into play. And I also say that, you know, we, we, we certainly do applaud those who are making a difference. Who are really, um, really doing the best that, that they know of right now to include, but we cannot make inclusion a club.

We can notp make inclusion a clique because what is, and I mean, by, by virtue of the concept of inclusion, that means that it’s not, because if it’s a club, if it’s a clique, that means you have excluded others. And the truth is we want to open the doors and the way that I even approach business, is, you know what, don’t, you can do it because it’s the right thing to do.

If that’s, if that’s what you want, because you feel like it’s the right thing to do, but make sure your motivation in doing it the right thing to do is somewhat is somewhat selfish because David just recited the statistics that said the companies that are included, they do 28% better. They see productivity go up, they see, they see vast improvements.

So think of it in terms of. You know what? This is good for my business. It makes business sense for me to be more inclusive, to have a concept. And I don’t, and I don’t mean just checking the box inclusion. I don’t mean just, you know, Oh, well we got one of them. You know, no, no, no, no, no. I’m talking about where inclusion is embraced.

It’s valued and it’s leveraged. I think that’s important that we recognize that there is a, a handsome benefit for inclusion, um, with that. And so, um, so I, I appreciate you David for sharing those statistics because when you hear those numbers again, it is jaw-dropping to hear how things improve. And I think that the future of work for me, screams inclusion, that’s what it’s about for me inclusion, because here’s the thing technologies will change, the means of which we do things will change. But that inclusion piece, I think, is going to be the constant that is necessary for this thing to really work.

Richard Streitz: Well. You know? And, and when you, and when you say inclusion and, and I want to preface this because when I use the term inclusion, I also mean diverse. So this is not just a, you know, we’re talking inclusion in its holistic sense, meaning all people’s diversity, et cetera.

We’re not, we’re not saying inclusion, just inclusion of persons with disabilities or inclusion of this group, or that group we’re mean, we mean society in its totality, um, being inclusive of all peoples of all abilities, because it’s through that, uh, through that complex, uh, um, uh, commingling that we create only the best, um, uh, thoughts and ideas that, that can come from, uh, you know, true collaboration.

LaMondre Pough: Absolutely, inclusion is not a club.

Richard Streitz: You’re right.

David Pérez: Inclusion, can’t be a club. And we know that we know that inclusion needs to become a given and COVID 19 pandemic has created that sort of scenario where everything is possible, even though it has been very bleak. I, I share the sentiment that the future is bright. And there is cause for hope.

So we have a lot to do, but if we want the future of work to be better than what we have now, we need to start working now to make it inclusive. And we need to start working as you guys were saying together, companies, governments, every single one of us from our corner of the world needs to start doing the right things to make the world as inclusive as possible.

And that’s it for today. Thank you for listening.

LaMondre Pough: We are out of the nest let’s fly.

David Pérez: Thanks for joining us this week on 3DVU make sure to visit our website ruhglobal.com/3DVU that’s ruhglobal.com/3dvu where you can subscribe to the show wherever you listen to podcasts or join our YouTube channel. So you will never miss a show. While you’re at it, if you find value in the show, we appreciate it if you would leave a like or comment or simply tell a friend about the show that would really help us a lot too. If you would like to join our conversations, you can join our Facebook community 3DVU, three perspectives, one conversation. .