The Human Factor As a Basis of Evolutionary Development

Pol­gá­ri Szem­le, 14. évf., 1–3. szám, 2018, 120–128., DOI: 10.24307/psz.2018.0810

Diana Ku­che­ren­ko, PhD in Eco­no­mics, As­so­ci­a­te Pro­fes­sor, Uk­ra­i­ni­an State Emp­loy­ment Ser­vi­ce Train­ing Ins­ti­tu­te.

Sum­ma­ry

This paper is an analy­sis of the mo­dern trends in the de­ve­lop­ment of human ca­p­ital and its inf­lu­en­ce on the evo­lu­ti­on of so­ci­ety. There is a gro­wing com­pe­tit­ion in the la­bour mar­ket today, and this paper cons­iders fac­tors inf­lu­enc­ing changes in the po­sit­ions of dif­fe­rent count­ri­es.

Jour­nal of Eco­no­mic Li­te­ra­tu­re (JEL) codes: J24, J21, D8, J6
Key­words: in­ter­na­ti­o­nal la­bour mar­ket, in­ter­nal la­bour mar­ket, in­ter­na­ti­o­nal edu­ca­ti­on, aca­de­mic mo­bi­lity, know­ledge eco­nomy, human ca­p­ital


The early 21st cent­ury is cha­rac­te­ri­zed by fun­da­men­tal changes in sci­en­ti­fic and tech­no­log­i­cal prog­ress, which dras­ti­cally chan­ge the pri­o­ri­ti­es in the de­ve­lop­ment of so­ci­ety in all sphe­res. Tech­no­log­i­cal in­no­va­tions lead to a re­vo­lu­ti­on­ary bre­akth­ro­ugh in the ef­fi­ci­ency and pro­duc­ti­vity of la­bour, tri­gger­ing fast de­ve­lop­ment in the so­ci­ety, new re­qu­i­re­ments for train­ing and spe­ci­a­list com­pe­ten­ce, and po­sing fun­da­men­tal­ly new so­ci­al chal­len­ges.

This fast chan­ge is above all qu­a­li­ta­tive. The in­dust­ri­es that de­ter­mi­ne de­ve­lop­ment are fun­da­men­tal­ly dif­fe­rent from those of even the late 20th cent­ury. El­ectro­nics, program­ming, com­pu­ter mo­dell­ing, ne­u­ro­in­for­ma­tics, laser tech­no­logy, nuc­lear and other energy, el­ectro­ni­on-plas­ma tech­no­lo­gi­es, new ma­te­ri­als, na­no­tech­no­lo­gi­es, bio­tech­no­logy, li­ving sys­tems, mo­dern tran­sport, buil­ding tech­no­lo­gi­es, energy, eco­logy are re­le­vant.

At the cur­rent stage of so­ci­al de­ve­lop­ment, the com­mon means of la­bour (or con­di­tions ne­ces­sary for the imp­le­men­ta­ti­on of the la­bour pro­cess) act as ci­vi­li­za­ti­on net­works, in other words, as so­ci­al and eco­no­mic inf­ra­struc­tu­re con­nec­ting people to pro­ces­ses, op­por­tuni­ti­es and spa­ces. Tra­di­ti­o­nal ci­vi­li­za­ti­on net­works inc­lu­de roads, tran­sport, heat­ing, water supply, se­wage, hous­ing, buil­dings, fiber optic net­works, lo­gis­tics net­works, ma­chi­nery, in­dustry, etc. The new ci­vi­li­za­ti­on net­works are the In­ter­net, in­for­ma­ti­on and com­mu­ni­ca­ti­on tech­no­lo­gi­es, mo­dern edu­ca­ti­on and sys­tems of know­ledge trans­fer and in­no­va­tive en­vi­ron­ments.

The re­la­ti­onship bet­ween pro­duc­tive for­ces and ci­vi­li­za­ti­on net­works is exp­res­sed by the fol­lo­wing for­mu­la: up to a cert­ain level of comp­le­xity, the de­ve­lop­ment of pro­duc­tive for­ces is pro­vi­ded by or­di­nary ci­vi­li­za­ti­on net­works, and above that, the pro­duc­tive for­ces cha­rac­te­ri­zing new tech­no­lo­gi­es can de­ve­lop only on the basis of subt­le ci­vi­li­za­ti­on net­works. There is a limit: thin ci­vi­li­za­ti­on net­works are im­pos­sib­le at a low level of de­ve­lop­ment of con­vent­io­nal net­works.

The means of la­bour are inc­re­a­singly moving away from ma­te­ri­al ob­jects, th­ro­ugh which the pro­ces­sing of ob­jects of la­bour is car­ried out. The mo­dern trends in the de­ve­lop­ment of means of la­bour are re­la­ted to their mo­ve­ment to­wards in­ter­nal, in­di­vi­du­al com­pe­ten­ces, know­ledge, mo­ti­va­tions and va­lues. Thus today hu­mans have the abi­lity to be the car­rying me­di­um of mo­dern pro­duc­tive for­ces, and thus it is im­pos­sib­le to ali­e­na­te the means of pro­duc­ti­on from their car­ri­er. This de­pen­den­ce is a spe­ci­fic fea­tu­re of the cur­rent level of de­ve­lop­ment in these for­ces. The next fea­tu­re of the cur­rent level of de­ve­lop­ment of pro­duc­tive for­ces is that while land, buil­dings and equ­ip­ment, as a means of la­bour, can exist se­pa­rately from the wor­ker, know­ledge, com­pe­ten­ce, ex­pe­ri­en­ce, com­mu­ni­ca­ti­on, skill, mo­ti­va­ti­on, value, as means of la­bour, do not exist on their own.

The spe­ci­fi­ci­ty of mo­dern pro­duc­tive for­ces inc­lu­des two ele­ments:

  • The means of pro­duc­ti­on of new tech­no­lo­gi­es and in­no­va­tions (know­ledge, skills, com­pe­ten­ces, mo­ti­va­ti­on, va­lues) can not be se­pa­ra­ted from their car­ri­er.
  • The mo­dern means of pro­duc­ti­on are crea­ted by means of thin ci­vi­li­za­ti­on net­works (sys­tems of know­ledge, com­pe­ten­ces, va­lues, mo­dern edu­ca­ti­on, in­no­va­tive en­vi­ron­ments).

This spe­ci­fi­ci­ty sets the trend in na­ti­o­nal eco­no­mic de­ve­lop­ment, na­mely: subt­le ci­vi­li­za­ti­on net­works are the ne­ces­sary con­di­ti­on for the tech­no­log­i­cal mo­der­ni­za­ti­on of the eco­nomy. It de­fi­nes the re­qu­i­re­ment that the na­ti­o­nal in­no­va­ti­on sys­tem sho­uld cor­res­pond to mo­dern, subt­le ci­vi­li­za­ti­on net­works, promo­te their de­ve­lop­ment and con­ta­in par­ti­cu­lar forms of so­ci­al re­la­tions in which it is pos­sib­le to use the means of pro­duc­ti­on in­se­pa­rab­le from a per­son.

The prin­cip­le of the new so­ci­ety was evi­den­ced at the Intel De­vel­oper Forum (2016), where the heads of two tech­ni­cal gi­ants, the Di­rec­tor Ge­ne­ral of Ge­ne­ral El­ectric, Jeff Im­melt and the CEO of Intel, Brian Krza­nich spoke of their plans to make ci­ti­es smar­ter. Smart ci­ti­es will coll­ect and pro­cess an inc­re­a­sing amount of data. For this pur­po­se, a gro­wing In­ter­net net­work of things and mo­bi­le de­vi­ces will be used. By 2020, every­bo­dy will use up to 1.5 gi­ga­bytes of data per day. Hos­pi­tals equ­ip­ped with basic smart tech­no­lo­gi­es will use 3,000 GB per day. A smart plant will con­su­me up to 1 mil­li­on gi­ga­bytes.1

It is clear that the cre­a­ti­on of mo­dern tech­no­logy has re­a­ched a level of comp­le­xity that re­qu­i­res cons­ide­rably hig­her qu­a­lity la­bour (to per­form spe­ci­fic ope­ra­tions with a cert­ain in­ten­sity). Cre­a­tive think­ing skills, self-or­ga­ni­zing, a wide range of know­ledge, mo­ti­va­ti­on to learn and con­ti­nu­o­usly imp­ro­ve, and the abi­lity to find ta­len­ted so­lu­tions in a te­am­work are re­qu­i­red from those wor­king in the field of in­no­va­ti­on. These abi­li­ti­es can­not be ma­nag­ed using the in­struc­tions and pro­duc­ti­on tech­no­lo­gi­es. Mo­re­o­ver, these abi­li­ti­es be­co­me the main means of pro­duc­ti­on in the field of high tech­no­logy today.

In the 2016 an­nu­al Glo­bal In­no­va­ti­on Index, the Uk­raine ranks 56th of 128 count­ri­es. For the sixth time in a row, Swi­tzer­land is No. 1 in the rat­ing, fol­lo­wed by Swe­den, the Uni­ted King­dom, the Uni­ted Sta­tes and Fin­land. In Euro­pe, the Uk­raine ran­ked 34th of 39 count­ri­es, ahead of Ma­ce­do­nia (58), Ser­bia (65), Be­larus (79), Bos­nia and Her­ze­go­vi­na (87) and Al­ba­nia (92) (Ku­che­ren­ko–Mar­tyni­uk, 2011).

Un­for­tu­na­tely, in­suf­fi­ci­ent ac­ti­on is taken to de­ve­lop a na­ti­o­nal in­no­va­ti­on sys­tem in the Uk­raine, alt­ho­ugh eff­orts are made. Strong in­di­ca­tors in the Glo­bal Index of in­no­va­tions for the Uk­raine inc­lu­de “Train­ing costs” (18), “Re­a­ch­ing Hig­her Edu­ca­ti­on” (10) “The ease of ob­tain­ing cre­dit” (18) “The num­ber of pa­tent app­li­ca­tions” re­ce­i­ved by the na­ti­o­nal pa­tent of­fi­ce (19), and the “Total cost of com­pu­ter soft­ware” (20). It sho­uld be noted that our count­ry ranks first in the world by the “Num­ber of app­li­ca­tions for uti­lity mo­dels”. The Uk­raine is ran­ked fo­urth by the in­di­ca­tor “Emp­loyed women with a sci­en­ti­fic deg­ree”.2

Strong in­di­ca­tors are ef­fec­tive sti­mu­lat­ing fac­tors and, des­pi­te the exist­ing bar­ri­ers, cont­ri­bu­te to the de­ve­lop­ment of an in­no­va­tive en­vi­ron­ment.

What is the in­no­va­ti­on en­vi­ron­ment? Firstly, it is a com­mu­nity of per­sons who imp­le­ment comp­lex pro­jects, ideas, find ori­gi­nal so­lu­tions, and work with the same people in cre­a­tive gro­ups. These people are the car­ri­ers of anot­her type of think­ing, na­mely ent­rep­re­ne­u­ri­al, re­se­arch, and in­no­va­tive. Ac­cord­ing to Tim Cook, CEO of Apple, the com­pany does not buy star­tups to inc­re­a­se pro­fits, but in se­arch of ta­len­ted people. When they find out­stand­ing in­tel­lec­tu­al property, they buy it: ac­tu­ally, the com­pany ac­qu­i­red 80 star­tups in the past 28 years and uses their po­ten­ti­al to imp­le­ment new tech­no­lo­gi­es, imp­ro­ve ser­vi­ces, and att­ract strong team mem­bers into their team.

Se­condly, the in­te­gra­ted space is ter­ri­to­ri­al, edu­ca­ti­o­nal, com­mu­ni­ca­ti­on, de­sign, ideo­log­i­cal and re­la­ted to re­se­arch. In such a space, ho­ri­zon­tal bonds pre­va­il, creat­ing an op­por­tunity for the high mo­bi­lity of its par­ti­ci­pants, as the lat­ter en­ab­les the flow of new ideas and the in­ten­sity of in­for­ma­ti­on exc­han­ge, and it is a par­ti­cu­larly im­por­tant con­di­ti­on of creat­ing a sup­por­tive at­mosp­he­re for ent­rep­re­ne­urs­hip. In ad­di­ti­on, a com­mu­nity mem­ber’s pro­duc­ti­vity ex­ce­eds that of a re­gu­lar hired wor­ker se­ve­ral tens of times due to the in­te­gra­ted space and li­festy­le.

When there is such a space with such a com­mu­nity of people, va­ri­o­us eco­no­mic agents begin to be att­rac­ted to it, and the ins­ti­tu­tes ne­ces­sary for ef­fec­tive pro­duc­tive for­ces begin to ap­pear. Thus, people uni­ted by the com­mon va­lues and mo­ti­ves of

de­ve­lop­ing a sing­le cul­t­u­ral space crea­te an in­no­va­tive en­vi­ron­ment, i.e. so­ci­al re­la­tions that meet the re­qu­i­re­ments of the mo­dern de­ve­lop­ment of pro­duc­tive for­ces (in other words, this is the na­ti­o­nal in­no­va­ti­on sys­tem).

Re­cent re­se­arch on the de­ve­lop­ment of in­no­va­ti­on in in­di­vi­du­al count­ri­es and all over the world sug­gests that this pro­cess is non­li­near, spon­ta­ne­o­us, and mul­ti­fac­to­ri­al. The main fea­tu­re is that its imp­le­men­ta­ti­on re­qu­i­res the in­vol­ve­ment of mo­dern sci­en­ti­fic achi­eve­ments and edu­ca­ted wor­kers. This fea­tu­re de­ter­mi­nes the main trends in train­ing, ad­van­ced train­ing and ret­rain­ing.

The issue of mo­dern edu­ca­ti­on is comp­lex and mul­ti­fa­ce­ted. Hig­her edu­ca­ti­on oc­cu­pi­es a spe­ci­al place in en­suring de­ve­lop­ment in the post-in­dust­ri­al eco­nomy. After all, it is an emp­loyee re­qu­i­red to have a cert­ain high level of know­ledge, ex­per­ti­se and skills that can only be achi­eved th­ro­ugh an ef­fec­tive edu­ca­ti­o­nal sys­tem, crea­tes in­no­va­ti­on.

New eco­no­mic con­di­tions re­qu­i­re edu­ca­ti­o­nal est­ab­lish­ments (edu­ca­ti­on) and lead­ing com­pa­ni­es (busi­nes­ses) to find as much as pos­sib­le the “in­ter­sec­ti­on”, to est­ab­lish ef­fec­tive co­ope­ra­ti­on, imp­le­ment joint pro­jects in pro­duc­ti­on train­ing. Hig­her edu­ca­ti­o­nal ins­ti­tu­tions sho­uld be guided by the int­ro­duc­ti­on of stan­dards and met­ho­do­lo­gi­es for so-called busi­ness edu­ca­ti­on, when the main edu­ca­ti­o­nal load is built on the ac­qui­sit­i­on of know­ledge and skills that can be used to solve spe­ci­fic pro­duc­ti­on (busi­ness, tech­no­log­i­cal, etc.) prob­lems.

The mo­dern world is fully au­to­ma­ted. Tak­ing into ac­count the time re­qu­i­re­ments in 2016, the Mi­nistry of Eco­nomy of the Uk­raine inc­re­as­ed the pub­lic order for prog­ram­mers and IT spe­ci­a­lists. In ad­di­ti­on, the num­ber of vac­an­ci­es for en­gi­ne­e­ring, na­mely, tech­ni­cal spe­ci­al­ti­es inc­re­as­ed.3 This trend tes­ti­fi­es to the at­tempts of na­ti­o­nal clas­si­cal edu­ca­ti­on to meet the chal­len­ges of time.

In a post-in­dust­ri­al eco­nomy, a new phe­no­me­non – a po­wer­ful sys­tem of cor­pora­te edu­ca­ti­on – is spread­ing. As large com­pa­ni­es usu­ally act as agents of the glo­bal in­no­va­ti­on sys­tem, they must promptly res­pond to the chal­len­ges of the com­pe­ti­tive en­vi­ron­ment, in par­ti­cu­lar re­gard­ing the train­ing and re-train­ing of emp­loye­es. After all, the ma­nag­ement of such com­pa­ni­es can­not wait until “tra­di­ti­o­nal edu­ca­ti­on” un­der­stands the chal­len­ge and is re­built in ac­cor­dance with the re­qu­i­re­ments of the time (this may take years, tak­ing into ac­count the time of study at the uni­ver­sity). Under mo­dern con­di­tions, the lead­ing com­pa­ni­es are compel­led to take care of the de­ve­lop­ment of cor­pora­te sys­tems for pro­duc­ti­on train­ing in res­pon­se to re­quests of a spe­ci­fic com­pany or even its di­vi­sions.

Und­o­ub­tedly, cert­ain com­pa­ni­es, espe­ci­ally large and well-known ones, in­vest in the cre­a­ti­on of cor­pora­te edu­ca­ti­on, but this is cle­arly only one of the met­hods of imp­ro­ving emp­loye­es’ pro­fes­si­o­nal skills, as such prog­ram­mes can­not comp­let­ely rep­lace the sys­tem of fun­da­men­tal edu­ca­ti­on. The con­cepts of norms, rules and stan­dards est­ab­lis­hed by com­pa­ni­es are for­med in the sys­tem of pro­fes­si­o­nal edu­ca­ti­on. In the post-in­dust­ri­al eco­nomy, in­ter­de­pen­den­ce bet­ween busi­ness and edu­ca­ti­on leads to an un­der­stand­ing of ef­fec­tive vo­ca­ti­o­nal edu­ca­ti­on (even out­si­de the cor­pora­te sec­tor) as an im­por­tant ele­ment in imp­ro­ving cor­pora­te va­lues.

The mo­dern con­cept of de­ve­lop­ment only dist­in­gu­is­hes in­no­va­tions con­nec­ted to the upgrad­ing of edu­ca­ti­on, inc­lu­ding in­ter­nal cont­ent, func­tions and the trans­for­ma­ti­on into som­eth­ing new. Mo­re­o­ver, in cases of de­ve­lop­ment, we are tal­king about gro­wing, dep­loyed in time and ma­nag­ed qu­a­li­ta­tive trans­for­ma­ti­on in the cont­ent of edu­ca­ti­on and edu­ca­ti­o­nal ac­ti­vi­ti­es (va­lues, goals, sys­tems, pro­cess, and re­sult). The cu­mu­la­tive na­tu­re of de­ve­lop­ment is the ac­cu­mu­la­ti­on of pur­po­se­ful changes in nu­me­ri­cal and non-nu­me­ri­cal va­lues of the re­le­vant fea­tu­res, and it promo­tes the int­ro­duc­ti­on of in­no­va­ti­on in edu­ca­ti­on and the re­gu­lar for­ma­ti­on of a new or­ga­ni­za­ti­o­nal level in the edu­ca­ti­o­nal pro­cess, inc­ludng qu­a­lity imp­ro­ve­ment for the edu­ca­ti­on and com­mu­ni­ca­ti­on cul­tu­re of tea­chers and stu­dents, the de­ve­lop­ment of lib­rary and in­for­ma­ti­on ser­vi­ces for stu­dents, the app­li­ca­ti­on of new pe­da­gog­i­cal prin­cip­les and high tech­no­logy train­ing etc.

Thus, in order to boost the cre­a­ti­on of an in­no­va­tive en­vi­ron­ment, the pro­ces­ses of de­ve­lop­ment and imp­ro­ve­ment of these com­po­nents in the fra­me­work of or­ga­ni­za­ti­o­nal, inf­ra­struc­tu­re, in­vestment-re­la­ted and legal sup­port, tech­no­log­i­cal com­mer­ci­a­li­za­ti­on, sci­en­ti­fic and re­gu­la­to­ry sup­port, un­der­stand­ing the role of the human fac­tor and imp­ro­ving the human re­sour­ces ma­nag­ement sys­tem at the macro level are re­le­vant today in the Uk­raine. At the micro level, staff ma­nag­ement must take into ac­count the re­qu­i­re­ments of time, and makes to re­view and comp­let­ely chan­ge that the old pa­ra­digms of the re­la­ti­onship bet­ween emp­loyers, ma­na­gers of dif­fe­rent le­vels and emp­loye­es now.

The most im­por­tant fea­tu­res in the mo­dern pro­cess of imp­ro­ving staff ma­nag­ement is the cre­a­ti­on of trust at the en­ter­pri­se, which leads to the ex­pan­si­on of the exe­cu­tive po­wers of the emp­loyee on the spot, the promo­ti­on of dis­sent, de­cent­ra­li­za­ti­on and dif­fe­ren­ti­ati­on, al­lows chan­ge in the forms of cont­rol, na­mely, nar­ro­wing and substi­tu­ti­on. The joint app­ro­val of busi­ness de­ci­sions cont­ri­bu­tes to a comp­re­hen­sive vi­si­on of prob­lems and to a ho­lis­tic app­ro­ach to the human po­ten­ti­al in con­junc­ti­on with strategic en­ter­pri­se sett­ings. The at­mosp­he­re of mu­tu­al trust crea­tes a cor­pora­te cul­tu­re of the in­no­va­tive type, which is an in­teg­ral part of the mo­dern pro­cess of staff ma­nag­ement.

A de­ci­sive fac­tor in the so­cio-eco­no­mic de­ve­lop­ment of so­ci­ety is also the mo­dern stage of sci­en­ti­fic and tech­no­log­i­cal prog­ress, which ac­ce­le­ra­tes not only its mo­ve­ment, but also fun­da­men­tal­ly changes the world space, world­view of mank­ind, tra­di­ti­o­nal pro­duc­tive for­ces and pro­duc­tive at­ti­tu­des, deeply inf­lu­en­ces the human fac­tor, or­ga­ni­za­ti­on of work, etc.

An im­por­tant com­po­nent of the con­tem­por­ary eco­nomy is com­pu­ter and in­for­ma­ti­on tech­no­logy. The ef­fi­ci­ent use of in­for­ma­ti­on al­lows the ma­xi­mi­za­ti­on of ef­fi­ci­ency in pro­duc­ti­on, where the main fac­tors are au­to­ma­ti­on and com­mu­ni­ca­ti­on. Today, el­ectro­nics, program­ming, com­pu­ter si­mu­la­ti­on, ne­u­ro­in­for­ma­tics, laser tech­no­logy, nuc­lear and power en­gi­ne­e­ring, el­ectron-ion-plas­ma tech­no­lo­gi­es, new ma­te­ri­als, na­no­tech­no­lo­gi­es, bio­tech­no­logy, li­ving sys­tems, mo­dern tran­sport, buil­ding tech­no­lo­gi­es, energy, eco­logy, etc. are ne­ces­sary for in­no­va­ti­on and in­vestment de­ve­lop­ment (Gray, 2016).

Ac­cord­ing to the fo­re­cast of the World Eco­no­mic Forum in Davos (2016), the Fo­urth In­dust­ri­al Re­vo­lu­ti­on will af­fect the la­bour mar­ket. A ra­di­cal chan­ge will take place in pro­fes­sions in the next 5 years, and the skills that have been de­man­ded by the mar­ket for de­ca­des are ob­so­le­te. Ac­cord­ing to the est­ima­tes, about 35% of the cur­rent skills will have chang­ed by 2020. More than 47% of the jobs will be au­to­ma­ted. In the next 5 years jobs un­kown today will be­co­me re­gu­lar.4

The 2016 Davos World Eco­no­mic Forum iden­ti­fi­ed the main re­qu­i­re­ments that would af­fect emp­loy­ment, pro­fes­si­o­nal skills and staff rec­ru­it­ments in va­ri­o­us sec­tors and re­gions.5 The ca­pa­bi­lity to find in­te­gra­ted mul­ti-le­vel so­lu­tions to prob­lems, re­qu­i­ring a wide out­lo­ok, pro­fes­si­o­nal know­ledge and aty­pi­cal think­ing, is in the first place. Cri­ti­cal think­ing, which al­lows a per­son to quest­ion the exist­ing rules and chan­ge the cir­cum­stan­ces was ran­ked se­cond. Cre­a­ti­vity in the broa­dest sense, which al­lows a non-stan­dard app­ro­ach to anyth­ing, and, most im­por­tantly, to see things that do not yet exist is anot­her sig­ni­fi­cant fac­tor. The team app­ro­ach in the or­ga­ni­za­ti­on of work re­qu­i­res the abi­lity to ma­nage people, be­ca­u­se small cre­a­tive and pro­duc­ti­on teams will be crea­ted for sol­ving ope­ra­ti­o­nal tasks re­qu­i­ring both com­mu­ni­ca­tive and emo­ti­o­nal in­tel­li­gen­ce. There is a need for the abi­lity to form ori­gi­nal tho­ughts, make de­ci­sions and bear res­pon­si­bi­lity. In today’s fa­st-chang­ing world, it is im­por­tant to switch bet­ween dif­fe­rent prob­lems ins­tantly and to cons­ider se­ve­ral tasks si­mul­ta­ne­o­usly, and this abi­lity is called cog­ni­tive fle­xi­bi­lity.

Ac­cord­ing to ex­perts, the cur­rent stage of tech­no­log­i­cal re­vo­lu­ti­on, in­for­ma­ti­on, in­for­ma­ti­on tech­no­logy and the be­g­in­ning of the in­for­ma­ti­on and el­ectro­nic re­vo­lu­ti­on has begun in the his­to­ri­cally spe­ci­fic terms.

The rea­son for this re­vo­lu­ti­on is that mo­dern in­dust­ri­al tech­no­lo­gi­es are fun­da­men­tal­ly chang­ed by com­pu­ter-in­for­ma­ti­on tech­no­lo­gi­es, bio­tech­no­logy, ar­ti­fi­ci­al in­tel­li­gen­ce, 3D prin­ters, li­ving sys­tems, etc. All these are uni­ted and there are comp­let­ely new spear­head tech­no­lo­gi­es, but so­ci­ety is not al­ways ready to re­ce­ive them and the at­ti­tu­de is not al­ways ade­qua­te. This is a comp­lex, cont­ra­dic­to­ry, cur­rently still in­suf­fi­ci­ently de­fi­ned way of so­ci­al de­ve­lop­ment. We must un­der­stand that the pro­cess of the human so­ci­ety’s tran­sit­i­on to the new stage of ci­vi­li­za­ti­on de­ve­lop­ment has begun.

Mo­dern spear­head tech­no­lo­gi­es are the evi­den­ce of fun­da­men­tal changes in the de­ve­lop­ment of pro­duc­tive for­ces, be­ca­u­se they are based on ra­di­cally dif­fe­rent prin­cip­les of the func­tion­ing of pro­duc­ti­on. These prin­cip­les, inc­lu­ding those re­la­ted to the fact that new tech­no­lo­gi­es si­mu­la­te the ac­tions of the human brain in a par­ti­cu­lar way (com­pu­ter tech­no­logy, ro­bo­tics, ne­u­ro­in­for­ma­tics) along with the phe­no­me­na and ac­tions of na­tu­re (bio­tech­no­logy, li­ving sys­tems), and this fun­da­men­tal­ly changes the un­der­stand­ing of the man’s role in the world.

Spear­head tech­no­lo­gi­es per­mit to chan­ge the at­ti­tu­de comp­let­ely to­wards such in­di­ca­tors as la­bour pro­duc­ti­vity, la­bour-in­ten­sive pro­duc­ti­on. As wor­kers are al­most in­sig­ni­fi­cant in en­ter­pri­ses using such tech­no­lo­gi­es, pro­duc­ti­vity is inc­re­a­sing ten­fold. Ac­cord­ingly, the la­bour in­ten­sity of pro­ducts is dec­re­a­sing fast, while the in­di­ca­tor of know­ledge-in­ten­sity inc­re­as­es in the pro­ducts, which re­qu­i­res the emp­loye­es a cert­ain amount of mo­dern pro­fes­si­o­nal know­ledge and cons­tant self-imp­ro­ve­ment in ad­di­ti­on to pro­fes­si­o­nal skill and an at­ti­tu­de of respect to the mo­dern ex­pen­sive equ­ip­ment. In ad­di­ti­on, these tech­no­lo­gi­es sig­ni­fi­cantly re­du­ce the pro­duc­ti­on cycle, be­ca­u­se they work in the 24/7 mode at the ma­xi­mum speed, re­du­cing pro­duc­ti­on cost and sig­ni­fi­cantly imp­ro­ving qu­a­lity.

Spear­head tech­no­lo­gi­es based on bio­tech­no­log­i­cal, el­ectro-ion-plas­ma and other pro­ces­ses are now ma­chin­eless. They en­ab­le quick adap­ta­ti­on to the re­qu­i­re­ments and to con­ti­nu­o­us changes, which is an im­por­tant cha­rac­te­r­is­tic, as it al­lows the quick re­cog­ni­ti­on of the needs of both pro­duc­ti­on and people. Since re­con­fi­gu­ra­ti­on is in-cor­pora­ted in the prog­ramme of mo­dern pro­duc­ti­on, it can be car­ried out promptly, de­pend­ing on re­qu­i­re­ments, al­most ins­tan­ta­ne­o­usly, sav­ing sig­ni­fi­cant time and al­lo­wing the com­pany to lead the mar­ket, re­le­a­sing small lots of com­pe­ti­tive pro­ducts.

Im­por­tantly, spear­head tech­no­lo­gi­es are imp­le­men­ted in a re­sour­ce-ef­fi­ci­ent way (based on the use of synt­he­tic and com­po­site ma­te­ri­als); are en­vi­ron­ment fri­endly (clos­ed pro­duc­ti­on cyc­les with the recyc­ling of in­dust­ri­al waste, was­tew­a­ter treat­ment); are re­li­ably cont­rol­led in order to achi­eve the de­si­red qu­a­lity of pro­ducts based on the app­li­ca­ti­on of el­ectro­nic achi­eve­ments; and re­qu­i­re a mi­ni­mum amount of live la­bour, due to the comp­lex au­to­ma­ti­on using ro­bo­tic comp­le­xes, rotor lines, fle­xib­le pro­duc­ti­on sys­tems, mo­dern tran­sport, energy, where the emp­loye­es’ func­tions are only to cont­rol and ad­just the ope­ra­ti­on of au­to­ma­tic sys­tems. The main workplace is a cont­rol­ler with program­ming skills and a de­tai­led un­der­stand­ing of the comp­le­te al­go­rithm for the en­ti­re pro­cess.

High tech­no­logy dra­ma­ti­cally changes the pro­duc­ti­on pro­cess, and most im­por­tantly, the place of a human in it, be­ca­u­se the prin­cip­le af­fects and changes pro­duc­tive at­ti­tu­des. Cert­ain fea­tu­res cha­rac­te­ri­ze these tech­no­lo­gi­es. If they are based on pro­ces­ses, then such tech­no­lo­gi­es are al­most ma­chin­eless. From the pers­pec­tive of the la­test tech­no­logy, a real human re­le­a­se of the pro­cess of di­rect pro­duc­ti­on is under way, and an es­sen­ti­ally “de­ser­ted” tech­no­logy is for­med. An en­ter­pri­se with such tech­no­lo­gi­es sho­uld be cons­idered as a self-or­ga­ni­zing sys­tem, which qu­ickly res­ponds to ex­ter­nal changes, makes the ne­ces­sary cal­cu­la­tions, re­quests the ne­e­ded or the sys­tem ad­justs itself, does not re­qu­i­re human la­bour, ret­rain­ing of spe­ci­a­lists, the­re-fo­re, the re-ad­just­ment takes place in the shor­test terms, which gives a great sav­ing for re­sour­ces and time. Of co­ur­se, a per­son who is re­le­as­ed from the pro­duc­ti­on pro­cess and is only re­qu­i­red to have ex­ter­nal cont­rol makes is the main im­pe­tus.

Such new tech­no­lo­gi­es chan­ge the world­view, the whole phi­lo­sophy of in­ter­con­nec­tions bet­ween the com­po­nents of tra­di­ti­o­nal pro­duc­ti­on. This new pa­ra­digm changes the world as a whole, inc­lu­ding the in­ter­con­nec­ti­on bet­ween the com­po­nents in the pro­duc­ti­on pro­cess: the ob­jects and tools of la­bour, and live la­bour. Cons­ci­o­us or not, a per­son has a fun­da­men­tal inf­lu­en­ce on the very es­sen­ce of so­ci­al and pro­duc­tive re­la­tions: the re­mo­val of live la­bour leads to the disap­pe­arance of a high num­ber of tra­di­ti­o­nal pro­fes­sions, the aban­don­ment of pro­fes­si­o­nal know­ledge, the re­le­a­se of wor­kers, the sh­rin­kage of the la­bour mar­ket, the inc­re­a­se of so­ci­al in­sta­bi­lity etc.

Ad­vanc­ing de­ve­lop­ment in the tech­no­log­i­cal com­po­nents in the mo­dern pro­duc­ti­on is dri­ven by a de­si­re to pro­du­ce fun­da­men­tal­ly new pro­ducts of the hig­hest

qu­a­lity at a mi­ni­mum cost, to have time to imp­le­ment these pro­ducts while they are com­pe­ti­tive and to make ext­ra-high pro­fits. This pro­duc­ti­on pro­cess leads to the ali­e­na­ti­on of know­ledge and in­for­ma­ti­on from their creat­ors and car­ri­ers. The re­mo­val of live la­bour in the ma­nu­fac­tu­ring sec­tor is cha­rac­te­ri­zed by the loss of jobs, the loss of pro­fes­si­o­nal ex­pe­ri­en­ce of the spe­ci­a­lists, the growth of ne­ga­ti­vism to mo­dern “hu­man­less” tech­no­lo­gi­es, the exa­cer­ba­ti­on of so­ci­al ten­sions etc.

The ex­ter­nal en­vi­ron­ment fun­da­men­tal­ly changes the tech­no­log­i­cal basis of the pro­duc­ti­on pro­cess, and af­fects the in­ter­nal struc­tu­res of the so­ci­al and pro­duc­ti­on sys­tem. The ro­bot­i­sa­ti­on of pro­duc­ti­on re­gards the wor­ker as an un­pre­dic­tab­le and conf­lic­ting ele­ment of pro­duc­ti­on that re­qu­i­res wage growth, inc­re­as­ed so­ci­al wel­fa­re costs, he­alth ins­urance, train­ing, ret­rain­ing, ad­van­ced train­ing etc. By the comp­le­te au­to­ma­ti­on of pro­duc­ti­on, live la­bour is eli­mi­na­ted and the pro­cess is comp­let­ely in­tel­lec­tu­a­li­zed. The main cont­ent of la­bour today is its men­tal com­po­nent, based on the cor­res­pond­ing amount of mo­dern pro­fes­si­o­nal the­o­re­ti­cal and comp­uta­ti­o­nal know­ledge.

One of the most im­por­tant sci­en­ti­fic and tech­no­log­i­cal fac­tor of in­no­va­ti­on-ori­en­ted com­pa­ni­es is the de­ve­lop­ment of sci­en­ce and edu­ca­ti­on. In ad­di­ti­on to app­li­ed re­se­arch and de­ve­lop­ment, this also app­li­es to fun­da­men­tal re­se­arch, and espe­ci­ally if un­der­ta­ken by the state, which af­fects the com­pe­ti­ti­ve­ness and pro­duc­ti­vity of a count­ry. The con­cep­tu­al sys­tem is a trans­for­ma­ti­on of know­ledge, know­ledge, as basic in­for­ma­ti­on, which inc­lu­des an in­no­va­tive sys­tem re­ce­i­ved from the en­vi­ron­ment. This know­ledge in the sys­tem is trans­for­med into new know­ledge.

Conc­lu­sions: Today, know­ledge learnt in the edu­ca­ti­on sys­tem is the basis for buil­ding an in­no­va­tive eco­nomy. Eco­no­mic fac­tors cha­rac­te­ri­ze the ef­fi­ci­ency and mac­ro­e­co­no­mic sta­bi­lity of a count­ry, the func­ti­o­na­lity of all eco­no­mic ins­ti­tu­tions. The EU’s sta­tis­ti­cal re­ports show that the sci­en­ti­fic and tech­ni­cal ac­ti­vi­ti­es of pri­vate com­pa­ni­es focus ma­inly on the cre­a­ti­on of end pro­ducts. The share of pri­vate ca­p­ital – fi­nanc­ing R&D is 55% in the EU, and 67% in the US. The state’s in­no­va­ti­on po­li­cy is aimed at co­ope­ra­ti­on bet­ween the pub­lic sec­tor, an ac­tive supp­li­er of sci­en­ti­fic and tech­ni­cal in­no­va­tions, and the pri­vate sec­tor, the user of in­no­va­tive pro­ducts crea­ted in the count­ry.

The pe­cu­li­a­ri­ti­es of the for­ma­ti­on of an in­no­va­tive so­ci­ety in de­vel­oped count­ri­es are ac­com­pa­ni­ed by the emer­gen­ce of eco­no­mic and tech­no­log­i­cal struc­tu­res and ele­ments, inf­lu­en­ced by the trends of the new eco­nomy. The strategic di­rec­ti­on of the trans­for­ma­ti­on of the na­ti­o­nal eco­nomy is the de­ve­lop­ment of an in­no­va­ti­on-ori­en­ted so­ci­ety, an inc­re­a­se in the in­no­va­tive ac­ti­vity of busi­ness en­ti­ti­es.

The de­ve­lop­ment of in­no­va­ti­on-ori­en­ted so­ci­ety is a pre­re­qui­site for achi­eving sus­ta­in­ab­le eco­no­mic growth and high-qu­a­lity life. The strategic de­ve­lop­ment of an in­no­va­tive so­ci­ety sho­uld inc­lu­de: the de­ve­lop­ment and int­ro­duc­ti­on of new com­pe­ti­tive ICTs in all sphe­res of pub­lic life; provi­si­on of com­pu­ter and in­for­ma­ti­on li­te­racy; de­ve­lop­ment of na­ti­o­nal in­no­va­ti­on inf­ra­struc­tu­re; State sup­port of new “el­ectro­nic” and other sec­tors.

Notes

Re­fe­ren­ces

Gray, Alex (2016): The 10 Skills You Need to Th­rive in the Fo­urth In­dust­ri­al Re­vo­lu­ti­on. World Eco­no­mic Forum, 19 Ja­nu­ary, http://​www.​weforum.​org/​agenda/​2016/​01/​the-10-skills-you-need-to-thrive-in-the-fourth-industri-al-revolution/​
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Sch­wab, Klaus (2017): The Fo­urth In­dust­ri­al Re­vo­lu­ti­on. Crown Busi­ness, New York.