毫無疑問,，自作家,、《財(cái)富》雜志撰稿人阿爾文·托弗勒在其1970年的暢銷書中首次提出“未來沖擊”這種說法后的47年以來，未來沖擊,，即太多關(guān)于迅速的變化，已經(jīng)成為了人類世界最主要的社會(huì)力量?，F(xiàn)在,，沒有人能夠預(yù)知未來——托弗勒曾經(jīng)悲觀地預(yù)測稱，人類社會(huì)無法應(yīng)對(duì)這種沖擊,，但商界領(lǐng)袖最好勇于承擔(dān)起由此所產(chǎn)生的問題,，因?yàn)椴徽撌欠窆剑祟惿鐣?huì)都會(huì)讓他們負(fù)起責(zé)任,。

本周達(dá)沃斯公布的研究提供了最新的證據(jù),。公關(guān)公司愛德曼（Edelman）的年度信任度調(diào)查報(bào)告顯示，相比之前五年的研究,，公眾對(duì)全球機(jī)構(gòu)的信任突然大幅下降,。更深入地探討這個(gè)問題： 在全球總?cè)丝谥校?3%表示商業(yè)與工業(yè)的變化速度太快。他們擔(dān)心失業(yè)——60%的人因?yàn)樗麄內(nèi)狈Ρ匾呐嘤?xùn)或技能,，這意味著他們的技能跟不上快速變化的工作要求,，而54%的人則是擔(dān)心自動(dòng)化,，兩者其實(shí)代表了相同的原因。

普華永道（PwC）也在達(dá)沃斯論壇上公布了CEO調(diào)查結(jié)果,，同樣值得我們思考,。雖然來自于世界各地的商業(yè)領(lǐng)袖們最擔(dān)心的是增長不確定性和過度監(jiān)管，但以微弱差距排在第三位的便是“關(guān)鍵技能的可用性”,。CEO們與普通人有著相同的擔(dān)憂——工作要求的變化速度,，超出了人們滿足要求的成立。結(jié)合該項(xiàng)調(diào)查,，看一下我們對(duì)《財(cái)富》500強(qiáng)CEO的調(diào)查結(jié)果： 過去兩年,，CEO們最大的擔(dān)憂是“快速的技術(shù)變革”。

所有人都在擔(dān)憂相同的問題：太多變化,，變化速度太快,。

而很顯然，解決這個(gè)問題的關(guān)鍵就是就業(yè),，所以商界領(lǐng)袖才會(huì)成為人們努力應(yīng)對(duì)未來沖擊時(shí)的目標(biāo),。按照傳統(tǒng)標(biāo)準(zhǔn)來看，這種現(xiàn)象非常奇怪,。即便在美國,，雖然失業(yè)率僅有最低的4.7%，但愛德曼調(diào)查的受訪者中,，依舊有57%的人認(rèn)同“系統(tǒng)崩潰”的說法,。這一比例高于全球平均水平。

而商界不能采取簡單或顯而易見的應(yīng)對(duì)措施,。公司不能單純?cè)黾悠赣靡恍┧麄儾恍枰娜?。不過，愛德曼的調(diào)查中也提出了其他有效的措施,。例如,，全球受訪者尤其是認(rèn)同“系統(tǒng)崩潰”的受訪者認(rèn)為，公司可以采取的建立信任的措施,，排在首位的是“提高員工待遇”,。

這對(duì)于商界領(lǐng)袖們而言，是一個(gè)關(guān)乎公司成敗的問題,。最近,，IHS Markit的首席經(jīng)濟(jì)學(xué)家納里曼·赫拉維希博士對(duì)《Business Insider》雜志稱：“達(dá)沃斯精英們面臨的挑戰(zhàn)是，如何幫助發(fā)達(dá)國家的人們掌握從事新工作的技能,，以及可以執(zhí)行哪些政策,。否則達(dá)沃斯論壇將變得毫無意義。這是達(dá)沃斯論壇的行動(dòng)綱領(lǐng),?！保ㄘ?cái)富中文網(wǎng)）

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作者：Geoff Colvin

譯者：劉進(jìn)龍/汪皓

Future shock—too much change, too fast—has arguably become the predominant societal force in the world, 47 years after author (and Fortune writer) Alvin Toffler coined the term for the title of his 1970 bestseller. Now that it’s here, no one knows what happens next—Toffler predicted darkly that society wouldn’t be able to handle it—but business leaders had better take ownership of the resulting problems because, fairly or not, society is going to hold them responsible.

The latest evidence comes from research unveiled at Davos this week. The Edelman communications firm’s annual Trust Barometer showed public trust in institutions worldwide plummeting more precipitously than in the five previous years of the research. Now look deeper: Among general populations worldwide, 53% say the pace of change in business and industry is too fast. They worry about losing their jobs—60% because they lack needed training or skills, meaning their skills haven’t kept up with fast-changing job requirements, 54% because of automation, which means the same thing.

Now examine PwC’s new survey of CEOs, also announced at Davos. This global group of leaders is worried most about uncertain growth and over-regulation, but ranking a very close third is “availability of key skills.” The CEOs are worried about the same thing as ordinary citizens—that job requirements are changing faster than people’s ability to meet them. Combine that finding with the results of our own Fortune 500 CEO poll: The CEOs’ top concern for the past two years has been “the rapid pace of technological change.”

Everybody is saying the same thing: Too much change, too fast.

Clearly the practical crux of this issue is jobs, which is why business leaders are in the crosshairs as people struggle with future shock. By traditional standards the phenomenon is bizarre. Even in the U.S., with unemployment at a rock-bottom 4.7%, 57% of the population polled by Edelman agree that “the system is broken.” That’s higher than the global average.

Business’s response will not be simple or obvious. Companies can’t merely employ more people who aren’t needed. But the Edelman research suggests other effective steps. For example, among respondents globally, and especially among those who think the system is broken, the No. 1 action a company can take to build trust is “treat employees well.”

This is a make-or-break issue for business leaders. IHS Markit’s chief global economist, Dr. Nariman Behravesh, told Business Insider recently, “The challenge for the Davos elite is this—how can you help these people in the developed world to get the skills to take on new jobs, and what policies can be put in place? If they don't, Davos will become irrelevant. This is a call to action."