 I put up this huge poster which said, get me out of here, and I said to anybody in the job centre, if you give me five pounds, like five euros, five dollars, it's pretty much the same given what's happened to the pound, you can come through the door and you can try a different approach. And actually so many people wanted to come through the door that I had to keep raising the price by the hour until we kind of basically had enough people. And people come through the door because they want to escape the stigma and the shame of standing in that queue. But they also come because they're absolutely convinced that standing in a queue with people who are just like them isn't going to help. And they're right. How did you find your last job? It's probably through somebody you know. Probably even if you filled out a, you responded to an advert or you met a headhunter, probably somebody connected you to that headhunter or showed you the advert. And everywhere in the world it's the same. Eight out of ten jobs aren't advertised, so the best way to find work and the best way to progress in work is a really diverse network of social relationships. And everywhere we look we see the same thing, from health to work to schools. We see that still today we're relying on systems that were invented in the post-war period and we're still investing in building these systems. Now the post-war period was a time of huge explosion in new forms of social organisations. So we had the United Nations in 1945, we had the proliferation and the strengthening of the trade union movement, we had the foundation of Oxfam in 1942 and we had new forms of state welfare all across the world. And these new organisations were built to help spread the gains of the industrial revolution, the last industrial revolution and they did transform lives. But today we're going through a fourth industrial revolution and these same systems don't work. We've got to radically reinvent how we frame the problem, how we design and implement the solutions and how we collaborate for social change. So I started out working three decades ago in Africa and Latin America. I worked in places where poverty was acute and the need for change was really stark. And I worked with governments, I worked with non-governmental organisations, I worked quite well with the World Bank and everywhere I was part of these programmes that were designed to change the lives of others. And they look great these programmes and I learnt a lot from working on them. But what I observed was that again and again the cultures and the moors of the institutions stopped change taking place and that things that looked really logical within our offices became something quite different in the process of implementation. And I thought I needed to step outside the institutions and I needed to learn again. I needed to kind of live other people's realities, I needed to understand their knowledge, their power. And so I moved to a barrio in the Dominican Republic. This is a network of open sewers where 40,000 people live cheek by jaw together. It's a place with quite a fearsome reputation and I went there and I just lived there without an agenda, just observing, listening, being. And it was the start for me of developing a new way of working, growing new approaches that I still use today. And these approaches are open, they're low cost, they're all about human collaboration. And what's important is that they don't start by saying how can we fix existing institutions. They start in people's lives, in their homes, in their communities and they say what are you doing, what do you need, what do we need to flourish and how can we build on that. So through this work I meet people like Anne. Anne is unwell, she's overweight, she's in pain, she is so breather, she can't walk to the bus stop just outside her house, she can't reach up to wash her own hair. And she lives a life governed by illness, she has these nine specialist doctors and going to meet the doctors really is a full time job. But when I ask all the doctors to come together and meet me they tell me something Anne already knows which is that the drugs don't work. And Anne really represents the global health challenge which is that we all across the world have health systems which are designed to combat infectious disease. But Anne and billions more around the globe are suffering from chronic conditions. I mean in China alone 385 million R&B which is like the GDP of a small country is spent on diabetes drugs. And we have these systems which were designed in the post war world. It's an industrial system, you're given a number, you're lined up, you're put on the conveyor belt, you're moved through the system. And these systems are very vertically organised so you know the nurse can do one thing, the doctor can do another thing, power is concentrated at the top. This was the natural order, the natural hierarchy in the post war world. And actually these systems are very good at curing infectious disease. But today 70% of the expenditure in our systems goes on those who can't be cured. Actually I would argue that they can't even be well cared for in these industrial systems. So Anne and people like Anne need motivation not medicine and they need very new systems. They need these new horizontal networks which will include professionals but also neighbours, members in the community, people that can support you long term to work in a different way. And so I think that everywhere this is the case that we need to really rethink our systems and I think there are three reasons why. And the first is that in this century we're facing different problems. Problems like ageing and the isolation of the rural, elderly in China for example, international migration, chronic conditions which I've already talked about, the challenge of living on a fragile planet. And I think what's important is not just that these problems were not foreseen by the architects of our social systems. It's that these problems are really different in nature and they can't be solved by the command of a CEO or a president no matter how great they are as leaders. Because the nature of these challenges is that we need to work together to solve them. We need to participate, we need to collaborate and yet all our post war systems are designed really to keep us out, to keep us at arm's length where we can be managed. So that's problem number one. Problem number two is changing social structures. So everywhere in the world our systems still silently assume that women will do the work of care unpaid for example even though this is no longer the case. And there's something else which is that I think that the post war systems we have everywhere in the world have given us a blueprint of the mind and I'm sure that everybody here has seen this blueprint in action and what this mindset says is okay we might have problems but these problems being ill, being unemployed are just kind of temporary deviations from a stable norm. And if we can just make a correction everybody will get back on the path and everybody can continue as normal. We just have to treat these individual problems. But I think that the nature of change with this fourth industrial revolution is very different. I think it's constant, it's deep and it's collective. So we need systems that can cope with this continual change like continually moving between jobs. And then the third challenge is poverty. So the architects of our post war systems thought that they would cure poverty but actually poverty is back, inequality is growing and it's also taking on new forms that weren't foreseen. So for example in Britain we have and I think in many parts of the western world we have something which was not imagined which is inward poverty. Two thirds of British households receive welfare benefits because they're not paid enough to live on. And there's something else as well which is that modern poverty is actually as much about who we know our relationships as it is about money. So increasingly social research is showing us that who we know is going to determine what kind of jobs we find, how we progress in that work, what kind of healthcare we receive and who takes care of us at the end of our lives. But our existing welfare systems can't even see this kind of dynamic, let alone find solutions to it. So I think we need to work in a very different way. We need to build different systems for this century. So what did I do that day with people in the job centre? Well I asked them all to come back and meet with me and I said to them, what would you do? How can we build something different together? And this is the way that I work. I start very small, I tinker, I kind of do small things to see what works. It's kind of a digital way of working. Prototype something, it fails, it's very cheap to fail early, start again, keep inventing. And it's really the opposite to the way that our welfare systems and our social systems are currently designed, which is that we might go out to the community and we might ask people what they think, but then we take that knowledge back to our offices, we invent something new and we kind of roll it out down this industrial production line and are kind of puzzled when it doesn't work when it joins up with communities. So I created a new service, if you like, a new response for people, new community for people in work, out of work and in between. We get together in public places and I designed simple tools to facilitate group exercises like getting to know one another and breaking down complex life challenges into small doable chunks. And there's a lot of buzz, like when we meet together it feels a bit like a cross between an alcoholic synonymous meeting and speed dating and everybody is kind of in there together. And what we don't do is what every job service does around the world, which is say how long have you been out of work and what are your qualifications. Instead we say to people what do you dream of and who is the first person that you need to meet to take the step towards that dream. And a randomised control trial of a group of just 2,000 of our first members showed that our approach cost one-fifth of any current approaches, that 54% of those who are long-term unemployed find work, 87% progress and so on. And it's technology that makes these new systems possible. So with a very small team we can connect to say 2,000 members in each community which means that we've got lots of opportunities, lots of social relationships. The more people who are part of this network the better and the stronger it is. And I use mobile phones, I use existing CRM systems that are very cheap that I can hack. And in this way as I say we're kind of upending the business models and building in a different way. But I think what's really important is that this isn't some form of LinkedIn for the unlinked. It's about using technology to bring people together and make real human connections because if I know you, if you're a young person looking for work trying to get your first job I'll help you. If you're somebody whose skills don't work anymore then I'm more likely to kind of work with you to help you along the path. And I've used this way of working in different ways. So for instance with Ann and patients like her, I set up in doctor surgeries and I say to them, can you send me your heart sync patients? And these are patients that have all kinds of health problems, social problems that doctors don't know what to do with. And what we design isn't condition specific. We start in people's lives and we say, what do you need to do to improve your life? And then what we do is we connect people to others because you can make change on your own but you can't sustain change without good connections and without a community around you. So sometimes the remedies look really unorthodox and for example said that she would like to take up her embroidery, her sewing again. And so you know we said okay and then her mood lifted and then she could take other steps. And so the clinicians are quite surprised by the kind of things that people do but again they're very impressed by the results which show sustained health improvement over time. And I've taken these approaches to looking at clean water and sanitation in Zambia to working with families all across Europe that are locked out of their societies and to inventing new approaches to supporting older people in a rich third age. And all of this work tests a new framework. Six simple but powerful shifts which I think if we take together could really make seismic change in our social systems. And the first one is to recover the vision because in the 1940s the founders of the systems and the architecture of the organisations we have today thought very big. Facing the problems of war, recession, new industrial processes they didn't say oh look there'll be winners and losers how can we take care of the losers. What they said was how can we create a different world where everybody flourishes. And I think everybody here is committed to that bigger question but then comes the next question which is how can we actually do that in practice? And I think what we have to do is stop managing people's needs. We have to stop kind of taking care of people when they've already fallen over. What we need to do is create capabilities, the kind of core capabilities that all of us need to flourish. So how this works in the employment work I described for example is that we create communities and we ask people to stay with us because when you find work you stay in the community you carry on accumulating skills, building your community you can help others who are looking for work you can get support with progressing to a better job and then as inevitably happens to all of us when we need to change our work again you're already part of that community. This system also connects different forms of resource some state funding together with private funding with entrepreneurs, with citizens because at the moment all of this resource we have is silos that aren't connected and we can use technology to kind of bring this money together bring this resource together and use it in new ways. I focus on possibility, what can we solve rather than just how can we manage risk? And perhaps the most important thing is that these systems are open they take care of everybody because the more people who join in the richer it is, the more relationships the more community we have. Now I think that these new forms of support are everywhere and perhaps many of you in this room created your own form of what I'm talking about but the problem at the moment is that these ways of working are marginal they can't get access to funding and they don't fit traditional measurement frameworks they often look very messy but what I think we could do is that we could make a commitment to move this new work from the margins to the centre and we would really make rapid change we would really have a different social movement so as I say in the post-war world with these new industrial systems we invented a radical new architecture and today in this fourth industrial revolution I think we need to commit to doing the same. Relationships underpinned by technology are the foundation stone this would be the new operating framework of this social movement so finally just to finish up I want to say five things that I think we could all do now to begin this change so the first is we could reframe the problem we could see what the problem is not from the viewpoint of our institutions but from everyday lives we could work with people, give them a stake in framing the problem itself secondly we need to expand the team we need to expand who's working with us communities but also different disciplines for too long we've looked through the narrow economic lens as the only discipline which is important but it's not the only one we need to think differently thirdly we need to start with abundance so I think what's really important is that this century it's not only got new problems but it's got new abundance there's many of us, we're well educated we really want to join in if the systems are designed to allow us to do that and technology is really important at the moment everywhere I go I see that we're using technology to prop up old systems we tag prisoners for example to stop them escaping rather than to support them to kind of learn and to kind of grow new lives so we need to use technology to underpin this new infrastructure fourthly we need to reinforce relationships so often when we invent social programs what we do is we vertically slice through existing networks so with everything we do we need to ask does this reinforce what's already strong and what's out there and if it doesn't we need to think again and then finally we need to invest in the future in capabilities, in our capabilities in the second world war after the second world war not everything was new but what happened was that this new framework was created, this new operating system and you went into it and you received money and funding and so on or you didn't and so we need to create and sign up to this operating system here and then I think we can really rapidly move to a different social world so thank you so much thank you for coming continue here, thank you so much and let's now collaborate and ask questions to Dr Kotem you can use the Slido system going to repeat the address wef.ch slash beta zone take questions here from the room we have 10 minutes to go let's start off with the first question and I'm going to ask it to you your ideas are pretty radical how applicable are they throughout different cultures and throughout the world because the systems look very different well first of all I'm not sure that the systems do look that different so you know in Britain we had this thing called the beverage report which was the architect of our welfare system that report was translated into 60 languages beverage went to your country to Denmark he went to visit Roosevelt he underpinned so there is this kind of broad operating system which went into the United Nations and so on but I accept that since then the systems have developed in a different way what I would say is that the methods and the way that I work I've been applying to the British welfare system over the last 10 years but I grew them in Africa and Latin America and I think the most important thing would be for instance if we're from Mexico let's say or Colombia it would be possible now to leapfrog a phase of development actually we could stop kind of counting hospital beds in Mexico think for instance how we kind of invent the new health system so I think that these are very relevant in each place they look different just as they do in every community in the UK but the core operating system I think is relevant that's very optimistic and positive if it's possible you can save a lot of money if you leapfrog yes I'm building these things in practice and we're having control trials so it's not just kind of an idea that's on paper so there's one question here it's anonymous but still a question what is the hardest in making this change happen? well actually I think the hardest thing in the UK and perhaps elsewhere is a belief that it can happen so when I grow these models I kind of grow them and I build a business case and I get some good evaluation results and then I go to different parts of Britain and I say would you like this to say to me everywhere I go political leaders say to me the thing is we really believe the business case we really believe that this way of working will change lives but we don't believe that people will join in so there's a kind of now a lack of belief and I think it's because our systems were designed to keep us out of course we don't want to join in but if we design these new systems we've seen that everywhere people do want to collaborate and join in okay there is a question from a gentleman here in the front we have a mic please here is the mic so here please go ahead so it's fascinating it's impressive it seems