Digital Transformation: The future of work in the emerging digital ecosystem. Toby Peyton-Jones, Director of HR, Siemens UK & Northern Europe

Transcription

1 Digital Transformation: The future of work in the emerging digital ecosystem Toby Peyton-Jones, Director of HR, Siemens UK & Northern Europe Siemens plc 2016 siemens.co.uk

2 Agenda Three interlocking conversations A conversation about trends and the future of work A conversation about the impact of digitalization A conversation about implications for organizations and leaders Start with the end in mind Page 2

3 Digitalization and implications are far reaching.what are the survival factors in a world like this? Networked Complex Volatile Uncertain Fast? Page 3

4 Research: from the UK Commission for Employment and Skills Trends describe a continuation of events, following a robust course 13 trends are identified as the most influential on UK jobs and skills to 2030 Source: UK CES Page 4

5 Siemens - Positioned with a tail wind of mega trends Which trends are important for you? Climate change Digitalisation Globalisation Automation Demographic change Electrification Urbanization How to produce clean energy? How to store, use, distribute and balance energy supply? How to provide infrastructure and technology for mega cities and smart factories? How can we provide Smart health care for an aging growing population? ~ 7 9% ~ 4 6% ~ 2 3% Page 5

6 Trends shaping UK jobs and skills Multi-generational aging work force Virtual / Dynamic / Flexible Work environment Connectivity & collaboration Convergence of sectors Co- investment model for skills companies blend with universities New business ecosystems Network orchestrators Digitalisation of production Smart Factories with near shoring Pervasive Technology moves up the value chain two-tiered labour market With winners and losers Source: UK CES Page 6

7 Why explore potential disruptions? Experience tells us that predictions about the future are destined to be inaccurate Long-term processes of change are always uncertain Disruptions becoming more common Move from reacting to preparing for future Source: UK CES Page 7

8 Two paradigm shifts which are reaching a tipping point for the world of work From physical to virtual >>>>>>>>>> Learning Big Data >>>>>From managed to antonymous Page 8

9 The second half of the Chessboard Page 9

10 AI is a Game Changer Learning as a child Learning as an adult Artificial Intelligence Experience context trial and error Failure is fun Structure Rote and rules based Failure is fear Game Changer Page 10 Learning as an adult

11 Complexity is accelerating not just change Change Learning Rate Time Page 11

12 The most critical capabilities for individuals and organisations Ability to learn and adapt Change Change Rate Learning Learning Ability to work with complexity Time Page 12

13 Survival if the fittest?...no Survival of those that can adapt best to the changing environment Diversity is a survival determinant... A homogeneous gene pool is a ticking time bomb for extinction Page 13

14 Opportunity of threat? We are hard wired to avoid and be suspicious of those that don t think, look, and sound like us Who are you talking to? Page 14

15 Diversity of thinking and being is the fuel for innovation It is no accident that : - Cross functional teams drive improvement - Experts can be very wrong When was the last time you did something Weird? - That the best innovation is being driven by interdisciplinary research teams - That international teams are slow to form but then out-perform - That weird can be wonderful Page 15

16 We need to prepare our mind set for a different world Machine mindset Predictable input, single output Not enough data (structured ) Ecological mind-set Complex Interconnected Too much data ( unstructured ) Build a better mousetrap Co-create the future Page 16

17 New leadership culture is needed Visionary leader Spots the big opportunity Align thinking Structure Forehand slam Execution Future leader Define the field of endeavour Co Creation Culture Forehand slam Enablement Page 17

18 What skills are needed? What does your company culture encourage? Experimental Mind set Openness to diversity Resilience with failure Culture of inclusion Ability to Learn Co-Creation Page 18 Hybrid / Meta Skills Networking across silos

19 Meta Skill Development...Ingenuity New Capability Existing capability Existing domain New domain Page 19

20 New career pattern Hybrid / meta skills META CAPABILITY New capability New domain Page 20

21 Are we sleep walking? Intangible assets increasingly drive value >> Balance sheet still used for decision making Most powerful motivation is intrinsic >> We continue with extrinsic incentives To what extent are these statements true? People work any where any time >> Contact Still say 9-5 The external market approaches our talent directly >> We have to go via HR and the line manager Hybrid / Meta skills will be in demand >> We continue with Silo Careers Change and innovation happens in an ecosystem >> we persist with the top down visionary leader Page 21

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23 Summary...Thank you for listening New capability Meta Skills New domain Page 23

24 Thank you for Listening! Toby Peyton-Jones Page 24