{"id":22568,"date":"2021-01-18T10:03:05","date_gmt":"2021-01-18T10:03:05","guid":{"rendered":"https:\/\/www.experfy.com\/blog\/algorithmic-management-whats-next\/"},"modified":"2023-09-06T07:14:29","modified_gmt":"2023-09-06T07:14:29","slug":"algorithmic-management-whats-next","status":"publish","type":"post","link":"https:\/\/www.experfy.com\/blog\/ai-ml\/algorithmic-management-whats-next\/","title":{"rendered":"Algorithmic Management: What Is It (And What\u2019s Next)?"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"22568\" class=\"elementor elementor-22568\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"has_eae_slider elementor-section elementor-top-section elementor-element elementor-element-8390bbf elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"8390bbf\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"has_eae_slider elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-6d10495\" data-id=\"6d10495\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-0f61bdc elementor-widget elementor-widget-text-editor\" data-id=\"0f61bdc\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"c088\"><a href=\"https:\/\/www.forbes.com\/sites\/williamarruda\/2020\/07\/12\/6-trends-that-will-shape-the-gig-economy-in-the-2020s\/\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">The growth of the \u201cgig economy\u201d<\/a>&nbsp;in recent years has revolutionised the way that millions of people work. Proponents argue that the gig economy gives people more flexibility and opportunities and lowers barriers of entry to the labour market, while detractors say that it erodes workplace regulations and standards while encouraging businesses to treat workers as increasingly disposable.<\/p>\n\n<p id=\"e72e\">No matter which side of the debate you fall on, it\u2019s clear that the gig economy is here to stay. But with more and more people signing up for these flexible and freelance work arrangements, how can businesses manage them effectively?<\/p>\n\n<p id=\"b6e8\">Enter \u201calgorithmic management\u201d: the use of algorithms to oversee the efforts of human workers. As algorithmic management becomes more commonplace, it\u2019s important to understand what this practice is, the pros and cons of using it, and what the future holds.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-35c069e elementor-widget elementor-widget-heading\" data-id=\"35c069e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">What is algorithmic management?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-a275c10 elementor-widget elementor-widget-text-editor\" data-id=\"a275c10\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"69b5\">Algorithmic management, as the name suggests, is the use of computer algorithms and&nbsp;<a href=\"https:\/\/vanrijmenam.nl\/why-ai-will-make-organisations-more-humane\/\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">artificial intelligence<\/a>&nbsp;techniques to manage a team of human employees. By collecting massive quantities of data, in particular data about employee performance, algorithmic management seeks to automate large portions of the managerial decision-making process.<\/p>\n\n<p id=\"f386\">While it\u2019s tough to estimate just how prevalent algorithmic management is, there are a few indications. For example,&nbsp;<a href=\"https:\/\/www.pwc.at\/de\/publikationen\/verschiedenes\/artificial-intelligence-in-hr-a-no-brainer.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">40 per cent of human resources departments<\/a>&nbsp;in international companies are currently using AI applications. Below are just a few ways in which algorithmic management has begun to enter the mainstream:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-864ae40 elementor-widget elementor-widget-text-editor\" data-id=\"864ae40\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<ul><li>The video interviewing software platform HireVue is experimenting with a&nbsp;<a href=\"https:\/\/theconversation.com\/facial-analysis-ai-is-being-used-in-job-interviews-it-will-probably-reinforce-inequality-124790\" target=\"_blank\" rel=\"noreferrer noopener\">facial analysis AI<\/a>&nbsp;that assesses factors such as a candidate\u2019s facial expressions, tone of voice, and use of language. HireVue argues that the new system can speed up the hiring process by 90 per cent, while critics say that it could reinforce existing societal inequalities.<\/li><li><a href=\"https:\/\/www.abc.net.au\/news\/2019-02-27\/amazon-australia-warehouse-working-conditions\/10807308?nw=0\" target=\"_blank\" rel=\"noreferrer noopener\">Workers at Amazon\u2019s warehouse in Melbourne, Australia<\/a>&nbsp;are managed by algorithms that determine which items need to be picked, moved, stored, and shipped. Employees say they feel pressured to improve their \u201cpick rate,\u201d a metric that calculates how many items are retrieved from the shelves every hour.<\/li><li>Drivers for the food delivery service Deliveroo receive&nbsp;<a href=\"https:\/\/www.ft.com\/content\/88fdc58e-754f-11e6-b60a-de4532d5ea35\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">monthly personalised reports about their performance<\/a>, including their average time to accept orders, average travel time to restaurants, average travel time to customers, and the number of late and unassigned orders. For example, the platform expects drivers to accept new customer orders within an average of just 30 seconds.<\/li><\/ul>\n<p id=\"f386\">While it\u2019s tough to estimate just how prevalent algorithmic management is, there are a few indications. For example,\u00a0<a href=\"https:\/\/www.pwc.at\/de\/publikationen\/verschiedenes\/artificial-intelligence-in-hr-a-no-brainer.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">40 per cent of human resources departments<\/a>\u00a0in international companies are currently using AI applications. Below are just a few ways in which algorithmic management has begun to enter the mainstream:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-a90e1e7 elementor-widget elementor-widget-heading\" data-id=\"a90e1e7\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">What are the pros and cons of algorithmic management?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-48517a0 elementor-widget elementor-widget-text-editor\" data-id=\"48517a0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"f812\">Advocates of algorithmic management and the&nbsp;<a href=\"https:\/\/vanrijmenam.nl\/7-reasons-algorithmic-business-will-change-society\/\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">algorithmic business<\/a>&nbsp;contend that the practice opens new opportunities and efficiencies for companies and employees alike. The potential benefits of algorithmic management include:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-adcdc75 elementor-widget elementor-widget-text-editor\" data-id=\"adcdc75\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<ul><li><strong>Lower costs:<\/strong>&nbsp;Offloading at least some of your managerial tasks to an algorithm can help significantly lower the organisation\u2019s labour costs. For example, activities that could take a human hours or even years to do can be accomplished within seconds by a powerful computer.<\/li><li><strong>Greater efficiencies:<\/strong>&nbsp;Algorithmic management can help schedule employee shifts or allocate tasks more effectively, resulting in higher worker productivity and less wasted time for both managers and employees.<\/li><li><strong>Data-driven decisions:<\/strong>&nbsp;Using algorithmic management means that you have a (theoretically) objective way of making decisions, rather than taking action based on unscientific \u201cgut feelings.\u201d<\/li><li><strong>Less bias:<\/strong>&nbsp;As a corollary, algorithmic management may also help reduce or eliminate human bias and favouritism. (Of course, this is assuming that there isn\u2019t bias itself baked into the algorithm\u2019s design.)<\/li><\/ul>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-e20f78a elementor-widget elementor-widget-text-editor\" data-id=\"e20f78a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"917c\">Despite these benefits, however, algorithmic management has often been deployed in ways that are at least controversial, if not downright detrimental to an organisation\u2019s goals.&nbsp;<a href=\"https:\/\/hbr.org\/2019\/08\/what-people-hate-about-being-managed-by-algorithms-according-to-a-study-of-uber-drivers\" target=\"_blank\" rel=\"noreferrer noopener\">A 2019 study of Uber drivers in New York and London<\/a>&nbsp;found that many of their complaints could be classified into three major categories that highlight the issues with algorithmic management.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-375cf43 elementor-widget elementor-widget-heading\" data-id=\"375cf43\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\">1. Surveillance<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-276914a elementor-widget elementor-widget-text-editor\" data-id=\"276914a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"b880\">Drivers are aware that they\u2019re constantly under the watchful eye of the Uber mobile app, which tracks performance indicators such as their speed, GPS location, and the acceptance rate of new riders. Taking the \u201cwrong\u201d actions can lead to penalties or even a permanent ban from the platform.<\/p>\n\n<p id=\"2a09\">Of course, Uber\u2019s desire to collect as much data as possible makes sense, since they can\u2019t have a human manager in the passenger seat for every ride. Still, trying to monitor employees to improve productivity can actually backfire in the form of less engagement, lower morale, and broken trust. Barclays, for example,&nbsp;<a href=\"https:\/\/www.bbc.com\/news\/business-51570401\" target=\"_blank\" rel=\"noreferrer noopener\">recently scrapped plans<\/a>&nbsp;to install tracking software that would monitor how long employees spent at their desk, and what proportions of time they spent on each task.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-bfa06fc elementor-widget elementor-widget-heading\" data-id=\"bfa06fc\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\">2. Lack of transparency<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2bf8031 elementor-widget elementor-widget-text-editor\" data-id=\"2bf8031\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"7d4b\">Many Uber drivers feel that there\u2019s a power imbalance between the app itself, which is constantly monitoring their performance, and the workers themselves, who receive very little insight into how it operates.<\/p>\n\n<p id=\"5415\">Uber argues that it can\u2019t reveal too much about the algorithm, since the app\u2019s inner workings are a trade secret that could damage the company\u2019s profitability. In addition, the algorithm is so complex and dynamic, rapidly adjusting to new conditions, that it can be difficult for even technical experts to explain what\u2019s going on.<\/p>\n\n<p id=\"f1b6\">Regardless of how valid these excuses may be, it doesn\u2019t change the fact that algorithmic management can be frustratingly opaque to the workers under its thumb. Because the human brain dislikes ambiguity, this lack of information may cause employees to feel slighted or rejected. According to one psychology study, feeling \u201cout of the loop\u201d causes employees\u2019 perception of their group standing to&nbsp;<a href=\"https:\/\/neuroleadership.com\/your-brain-at-work\/transparency-secret-employee-experience\/\" target=\"_blank\" rel=\"noreferrer noopener\">drop by 58&nbsp;<\/a>per cent.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-6fddcbc elementor-widget elementor-widget-heading\" data-id=\"6fddcbc\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\">3. Feelings of dehumanisation<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-fc6b0c4 elementor-widget elementor-widget-text-editor\" data-id=\"fc6b0c4\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"4ff9\">Even worse than the lack of transparency, perhaps, is the accompanying feeling of dehumanisation. Most gig workers don\u2019t have coworkers or managers (human ones, at least) to socialise with \u2014 only themselves, the app, and passengers who frequently arrive and depart throughout the day.<\/p>\n\n<p id=\"5826\">Without building a relationship with a human supervisor, it can be difficult for drivers to understand how they\u2019re performing, or to feel that they\u2019re doing meaningful work. In addition, the Uber app uses various findings from behavioural economics to \u201cnudge\u201d drivers in a particular direction, a practice which is well documented in the&nbsp;<em>New York Times&nbsp;<\/em>article&nbsp;<a href=\"https:\/\/www.nytimes.com\/interactive\/2017\/04\/02\/technology\/uber-drivers-psychological-tricks.html\" target=\"_blank\" rel=\"noreferrer noopener\">\u201cHow Uber Uses Psychological Tricks to Push Its Drivers\u2019 Buttons.\u201d<\/a>&nbsp;For example, a driver who is about to exit the app might receive the message \u201cYou\u2019re $10 away from making $330 in net earnings. Are you sure you want to go offline?\u201d<\/p>\n\n<p id=\"04c3\">While the case of Uber drivers is particularly extreme, the sensation of dehumanisation can befall anyone subject to algorithmic management. As technology becomes increasingly prominent in the workplace, employees risk feeling disconnected and alienated.<\/p>\n\n<p id=\"15c1\">For example, automated shift scheduling software is used to implement \u201cjust-in-time\u201d scheduling, in which employees are asked to come into work (or leave work) based on how much there is for them to do. However, by destabilising workers\u2019 schedules, practices such as just-in-time scheduling have been shown to&nbsp;<a href=\"https:\/\/www.epi.org\/publication\/irregular-work-scheduling-and-its-consequences\/\" target=\"_blank\" rel=\"noreferrer noopener\">increase stress, income uncertainty, and the risk of work-family conflicts<\/a>.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-4b15f46 elementor-widget elementor-widget-heading\" data-id=\"4b15f46\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\">What is the future of algorithmic management?<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-46e30b0 elementor-widget elementor-widget-text-editor\" data-id=\"46e30b0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"eb30\">Because of the potential shortcomings discussed above, organisations considering&nbsp;<a href=\"https:\/\/vanrijmenam.nl\/are-you-ready-robot-boss\/\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">robots as management<\/a>&nbsp;need to tread carefully. For the best chance at success, companies interested in using algorithmic management should take actions such as:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-75a2813 elementor-widget elementor-widget-text-editor\" data-id=\"75a2813\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<ul><li><strong>Asking for feedback:<\/strong>&nbsp;Part of why algorithmic management can be so hated is that communication only travels in one direction: from the algorithm to the worker. Inviting workers to give their feedback and participate in the decision-making process can help boost engagement and even improve the algorithm itself.<\/li><li><strong>Improving working conditions:<\/strong>&nbsp;Companies using algorithmic management should take steps to show that they\u2019re committed to the welfare of workers, not treating them like a cog in a machine. Postmates CEO Bastian Lehmann, for example, has&nbsp;<a href=\"https:\/\/www.cnn.com\/2020\/09\/08\/perspectives\/postmates-gig-workers-benefits\/index.html\" target=\"_blank\" rel=\"noreferrer noopener\">argued for several reforms to working conditions in the U.S.<\/a>, including a permanent national sick leave fund for independent workers and a national portable standard that ties benefits to the worker and not the employer.<\/li><li><strong>Using the human touch:<\/strong>&nbsp;Even where workers are directly managed by an algorithm, adding in the human touch where possible can go a long way. Organisations should retain human managerial and assistance roles and help people foster connections with their co-workers. For example, Uber offers in-app and phone support for drivers who have a question or who need help.<\/li><\/ul>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8186061 elementor-widget elementor-widget-text-editor\" data-id=\"8186061\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p id=\"643c\">So what\u2019s next for algorithmic management and other applications of AI in the workplace? In our article\u00a0<a href=\"https:\/\/www.tandfonline.com\/doi\/full\/10.1080\/14479338.2020.1816833\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">\u201cRevising the \u2018science of the organisation\u2019: theorising AI agency and actorhood,\u201d<\/a>\u00a0my co-author Danielle Logue and I theorise about the <a href=\"https:\/\/www.experfy.com\/blog\/ai-ml\/architects-of-intelligence-a-reflection-on-the-now-and-future-of-ai\/\" target=\"_blank\" rel=\"noreferrer noopener\">future of AI<\/a> capabilities such as algorithmic management.<\/p>\n\n<p id=\"d311\">We note that we have already seen AI agents that can change their behaviour, make decisions independently, and evolve without human interference (e.g.&nbsp;<a href=\"https:\/\/journals.sagepub.com\/doi\/10.1177\/0001839219867024\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">\u201cWorking for an algorithm,\u201d<\/a>&nbsp;Curchod et al.). In particular, the ability of AIs to create other AIs (e.g. Google\u2019s so-called&nbsp;<a href=\"https:\/\/www.independent.co.uk\/life-style\/gadgets-and-tech\/news\/google-child-ai-bot-nasnet-automl-machine-learning-artificial-intelligence-a8093201.html\" target=\"_blank\" rel=\"noreferrer noopener\">\u201cchild AI\u201d<\/a>) will require us to rethink organisational design, strategy, and&nbsp;<a href=\"https:\/\/vanrijmenam.nl\/ai-change-corporate-governance\/\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">governance<\/a>&nbsp;theories that do not account for AI agents in terms of their differences from human actors.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-00c9fe2 elementor-widget elementor-widget-heading\" data-id=\"00c9fe2\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h4 class=\"elementor-heading-title elementor-size-default\">Moving forward, organisations using algorithmic management need to ask questions such as:<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-a108da0 elementor-widget elementor-widget-text-editor\" data-id=\"a108da0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<ul><li>What is the role of human managers in an age of algorithmic management? How will these two sources of authority collaborate or come into conflict?<\/li><li>How can workers push back against problems and issues that they encounter with algorithmic management?<\/li><li>What level of transparency will organisations commit to with algorithmic management? How can organisations balance the need for increased data collection with workers\u2019 right to privacy?<\/li><\/ul>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>As algorithmic management becomes more commonplace, it\u2019s important to understand what this practice is, the pros and cons of using it, and what the future holds.<\/p>\n","protected":false},"author":550,"featured_media":17078,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[183],"tags":[563,97,702,1259],"ppma_author":[3218],"class_list":["post-22568","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ai-ml","tag-algorithms","tag-artificial-intelligence","tag-gig-economy","tag-management"],"authors":[{"term_id":3218,"user_id":550,"is_guest":0,"slug":"mark-van-rijmenam","display_name":"Mark Rijmenam","avatar_url":"https:\/\/www.experfy.com\/blog\/wp-content\/uploads\/2020\/04\/medium_6e38fd10-e332-41e3-98b2-8874278fc272-150x150.jpg","user_url":"https:\/\/datafloq.com\/","last_name":"Rijmenam","first_name":"Mark","job_title":"","description":"Dr Mark van Rijmenam is the founder of\u00a0<a href=\"https:\/\/datafloq.com\/\">Datafloq<\/a>\u00a0and\u00a0<a href=\"https:\/\/imagjn.com\/?utm_source=datafloq&amp;utm_medium=ref&amp;utm_campaign=datafloq\" target=\"_blank\" rel=\"noopener\">Imagjn<\/a>.\u00a0He is a globally recognised speaker on big data, blockchain and AI, a strategist, influencer and author of\u00a0<a href=\"https:\/\/www.amazon.com\/s?utm_source=datafloq&amp;utm_medium=ref&amp;utm_campaign=datafloq&amp;i=stripbooks&amp;rh=p_27%3AVan+Rijmenam%2C+Mark&amp;s=relevancerank&amp;text=Van+Rijmenam%2C+Mark&amp;ref=dp_byline_sr_book_1\" target=\"_blank\" rel=\"noopener\">3 management books<\/a>. His last book,\u00a0<a href=\"https:\/\/vanrijmenam.nl\/the-organisation-of-tomorrow\/?utm_source=datafloq&amp;utm_medium=ref&amp;utm_campaign=datafloq\" target=\"_blank\" rel=\"noopener\">The Organisation of Tomorrow<\/a>, discusses how AI, blockchain and analytics turn every business into a data organisation. He has been named a global thought leader on\u00a0<a href=\"https:\/\/onalytica.com\/blog\/posts\/big-data-2016-top-100-influencers-and-brands\/?utm_source=datafloq&amp;utm_medium=ref&amp;utm_campaign=datafloq\" target=\"_blank\" rel=\"noopener\">big data<\/a>,\u00a0<a href=\"https:\/\/www.thinkers360.com\/top-50-global-thought-leaders-and-influencers-on-blockchain-november-2019\/\">blockchain<\/a>\u00a0and\u00a0<a href=\"https:\/\/www.thinkers360.com\/top-20-global-thought-leaders-and-influencers-on-artificial-intelligence-september-2019\/\">artificial intelligence<\/a>. He holds a PhD in Management from the University of Technology, Sydney. He is a strategic advisor to several blockchain startups and publisher of\u00a0<a href=\"https:\/\/vanrijmenam.nl\/subscribe-to-newsletter\/?utm_source=datafloq&amp;utm_medium=ref&amp;utm_campaign=datafloq\" target=\"_blank\" rel=\"noopener\">the \u2018f(x) = ex\u2018 newsletter<\/a>."}],"_links":{"self":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22568","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/users\/550"}],"replies":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/comments?post=22568"}],"version-history":[{"count":4,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22568\/revisions"}],"predecessor-version":[{"id":32480,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22568\/revisions\/32480"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/media\/17078"}],"wp:attachment":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/media?parent=22568"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/categories?post=22568"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/tags?post=22568"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/ppma_author?post=22568"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}