Innovation has a significant oversight—it’s not found in the boardroom but rather behind counters, in clinics, and on shop floors before dawn. Amidst the tech industry’s race for the next breakthrough, it often misses the crucial 2.7 billion individuals comprising the global shift-based workforce. These workers clock in rather than merely logging on.
Growing up, I observed two such individuals daily: my mother, who toiled long hours at a shoe factory, and my father, who drove a truck in various weather conditions. Their roles may not have been glamorous, but they were vital. From them, I witnessed firsthand how unpredictable work schedules, physical demands, and financial pressures affected not only their jobs but also our family’s daily routine. These experiences highlighted the chasm between how technology is developed and how the majority of the world operates.
This disconnect is not just a personal issue; it’s systemic. The next wave of innovation should prioritize people rather than starting with code or financial investments. In seeking ways to bridge this divide, I often refer to Harvard professor Clayton Christensen’s “Jobs to Be Done” theory, which posits that people use products to address real-life challenges. Unfortunately, many solutions are still conceived in conference rooms, far removed from the break rooms and shop floors where these challenges occur.
Insights from Shadowing a Barista
Recently, I spent a day observing baristas at one of our client’s establishments. I noticed how even a confusing schedule or a delayed break could negatively impact not only individual workers’ moods but also team dynamics and customer experiences. Genuine progress necessitates being close to the action; one must witness the friction to comprehend it.
One barista expressed, “I want to be the person who guides you through your order and gets you exactly what you want.” This sentiment reflects a pride in their work that innovation should aim to support, rather than diminish. The challenge for us as innovators is to ascertain whether we are developing systems that honor that pride.
Christensen’s framework suggests a path forward: we should identify the genuine “job” for which people are hiring our product. Instead of focusing on a hypothetical job presented in a pitch deck, we need to concentrate on the actual needs in their lives. If we applied this perspective to the workforce, we would clearly recognize that many decision-makers have never experienced the unpredictability of shift work or the anxiety of waiting for their schedules. Yet, they are crafting solutions for these exact issues.
The objective should not be to replace human workers but to enhance the stability, predictability, and dignity of roles that require onsite presence. Problems like erratic shifts and last-minute staffing changes are not simply operational challenges; they also impose human costs. Over 85% of hourly workers indicate that unpredictable schedules affect their health and planning capabilities, with these issues extending to their families. Whether it’s a healthcare worker juggling childcare or a retail manager missing school pickups, technology must provide solutions that allow society to flourish both at work and home.
I’ve witnessed the positive impact when technology genuinely serves people—when employees can clearly view their schedules and earnings, easily swap shifts, and rely on steady work hours. There is significant demand for better solutions—80% of hourly workers believe that digital tools could enhance their performance, while 70% of frontline workers seek improved technology. The opportunity is clear.
To builders, investors, and innovators, I pose this challenge: expand your definition of “user.” Visit a café at 6 a.m., engage with a nurse during their break, or observe a store manager handling a sudden change from the parking lot. Listen and design solutions that reflect that reality. The same level of care devoted to creating intuitive tools and real-time insights for desk workers should also apply to those who keep the world functioning. Starting from this point not only improves work conditions but also creates a future of work that mirrors the realities of most people’s jobs.
If we are genuinely committed to shaping the future, we must begin at the point where the work truly occurs—with the real jobs that need to be accomplished.
