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Open and flexible regulation will unlock ‘future of work’ opportunities, new report finds

  • Written by: Brad Thompson


Australian Resources and Energy Group AMMA has today released a new report sparking a fresh debate on workplace regulation.

AUSTRALIA should adopt a multi-tiered approach to future workplace regulation that allows high-earning employees to largely “opt out” of the legislative system, according to a new report from resources and energy employers.

A New Horizon: Guiding Principles for the Future of Work, finds the only way forward for Australia’s future workplaces is less regulation, fewer restrictions and through policymakers resisting the push for intervention and protectionism.

Drawing from a national employer survey and interviews with resources executives, the report explores how technology, demographic and competitive factors are influencing the future of work in the resources and energy industry, and puts forward 12 principles to guide future policy making.

“With significant change taking place in their workplaces, resources and energy employers have long called for a future-focused vision for work,” AMMA Chief Executive Steve Knott said.

“Rapid advancements in technology are creating more diverse employment arrangements and demanding higher levels of technical skills and education. There is less homogeny in the workforce, demographics are shifting and new generations of digitally-enabled employees are more individually engaged and self-motivated.

“Based on these trends, we have set out guiding principles for a new horizon of work in our nation, one that better supports the competitiveness of our industries and businesses, and better aligns to the increasingly individualised motivations and work patterns of future workforces.”

A key message is that employment arrangements in high-paying, innovation-driven sectors of the economy should be subject to far less regulation than those in lower-paying areas.

Arguing the majority of existing regulation becomes unnecessary once a certain salary is reached, it calls for a mechanism to enable high-paying employers to completely remove the risk of protected industrial action in their workplaces.

“Less regulation for those personnel above a nominated high income threshold, and less regulation for high-paying employers would unlock significant productivity and efficiency while also reducing regulatory burden for the highest-performing areas of Australia’s economy,” Mr Knott said.

“This concept should not be viewed as overly remarkable, given areas of Australia’s present work regulation system, most notably the unfair dismissal provisions, already recognise that certain protections are not needed above a certain remuneration level.

“The extension of this rationale to the wider work system is not only logical, but would lift regulatory burden and productivity barriers for employers and employees in the top tier of Australian industries.”

AMMA notes Australia is at a critical crossroad, with significant forces misconstruing change as a threat, rather than an opportunity, and exploiting fear and uncertainty for political purposes.
“Now, more than ever, discussions about the future of work are having a polarising effect,” Mr Knott said.

“Change must be embraced as an opportunity to improve business performance and innovation, develop the next generation workforce skills, lift employee engagement and deliver greater individual job satisfaction and reward.

“We call on those with an interest in ensuring Australia remains an attractive place to invest and work, to seize the opportunity to create a new system of regulation fit for a prosperous, productive and competitive future.”

To view the report click here.

MVP the way of the future for Australian businesses

  • Written by: Drew Bowering, Senior Director of Market Management, Expedia Group


Earlier in the week, I participated in an industry panel event alongside fellow technology and travel industry experts, discussing the most prominent opportunities for Australian businesses.

The consensus. Technology. Often thought of as intimidating for independent Australian businesses, our industry conclusion was that instead - technology was offering a level playing field for small business to compete on a world stage.

A key point of the discussion was the progressive shift from investment in legacy technology to a minimum viable product (MVP) model.

It’s fascinating that since Eric Ries published the MVP methodology in The Lean Startup, companies, big and small, seem determined to work out how to achieve the innovative manoeuvrability of start-ups.

Taking financial services, the most compliance-driven industry for example. The MVP way of innovation is already happening. We’ve already seen or perhaps have benefited from using P2P payment to split bills with friends or pay groceries with BPAY or Apple Pay. And now, banks in Australia are switching to real-time payments to cater consumers’ needs for instant settlement. Then, how about the hotel industry?

In my role working alongside hotel partners everyday, I’m often asked, ‘What’s the next big thing?’ ‘What’s the key technology we should spend our money on?’ My advice is that there isn’t one, and you shouldn’t.

That’s because the pace of innovation is changing how businesses deliver and meet ever-evolving consumer expectations. I would argue that with technology evolving at a rapid rate, there is more value in Australian hoteliers solving problems quickly in order to satisfy the ever-demanding customer. Sometimes that even means sacrificing perfect for practical.

At Expedia Group, we call it ‘The Framework of Innovation’ - a methodology to technology development that we’ve spent years improving. And are likely to adapt and evolve again tomorrow.

When we talk about innovation, we attach great importance to the question: "Which product would you use to solve your problem?" The development of customer - and market-oriented technologies is a continuous test and learn process for us.

Our key mantra is to get a little bit better, every single day.

Where hotels can occasionally falter, is this desire to invent rather than re-invent. By that I mean, focusing a lot of time, effort and investment on new technology, instead of delivering the improvements that meet consumer demands of today and tomorrow.

As nowadays consumers spend more and more time online, doing everything faster and in real-time, the expectation for automatic and efficient processes continues to increase.

Flexibility is becoming increasingly important, and in turn, so too is the need for companies to innovate at speed. Faster and more frequent innovations have outpaced the need for something new and never-seen-before.

No matter your industry, the growing consumer expectation is that businesses become the personal concierge of the customer. Take travel for example.

A typical millennial will change their itinerary during the booking process by 20 per cent compared to the original travel idea. The travel industry has recognised these changes and has increased the pace of innovation in order to keep pace with customer needs.

At Expedia Group, we constantly develop new ideas, test, observe, evaluate, and interrogate to create an improved product in the next version. Most imperatively, we accept - and even embrace - the fact that not all processes are perfect at the beginning. But every change leads to new insights, which in turn have a decisive influence on the next step.

At the heart of this innovation process is solving a problem. Within the supplier side of our businesses, that’s partner feedback, for other operations it’s the consumers.

Either way - speed is everything. The problems our partners have today may not be relevant in two, three or four months’ time. So, we find out problems and develop the MVP so that our partners get to put those solutions into effect sooner rather than later.

Personally, I’d argue that there is no value in spending three years on one piece of technology that is already old tomorrow.

While our test and learn philosophy led us to carry out around 200 tests in 2011, this figure had risen to over 5,500 by 2017, which in turn led to more than 22,000 further product developments. This means that we get better every 24 minutes for our customers and travel partners.

I believe doing is better than discussing - and it’s a valuable approach that all Australian businesses, no matter the size - can apply.

Ask yourself what problem you need to solve, then apply a test and learn approach. Make the shift from one big thing, to many great small ones.

Make observations, create a hypothesis, get your minimal viable product out there, and then analyse the data obtained. And of course, repeat this process. Repeat it time and time again.


The Author

Drew Bowering, Senior Director of Market Management, Expedia Group

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