Becoming Digital May 2017

Transcription

1 Becoming Digital May 2017

2 Agenda Workplace Disruptions Journey to Becoming Digital: Digital Maturity Continuum Mindsets for Becoming Digital: Business Ecosystems Mindsets for Becoming Digital: Platforms Practices for Becoming Digital Key Takeaways 2

3 Workplace Disruptions Copyright 2017 Deloitte Development LLC. All rights reserved. 3

4 Disruptions in the Workplace Shifting Demographics Fluid Labor Markets New Technologies 4

5 From the Industrial Age to the Digital Age From the intersection of people, organizations, and work, HR has a unique opportunity to lead the transition to the Digital Age. To do this effectively, HR should redefine how it delivers service & Become Digital 5

6 Journey to Becoming Digital Disruption does not come from technology itself. The true power of new technology comes from: o o Integrating technology into the work Transforming the way people use technology to interact & create value HR can play a leading role in Becoming Digital by: o o Adopting the mindsets associated with ecosystems and platforms Implementing practices for becoming digital 6

7 Mindsets for Becoming Digital: Business Ecosystems Copyright 2017 Deloitte Development LLC. All rights reserved. 7

8 Business Ecosystems: Comprise co-evolving communities of diverse entities that create & capture new value through both collaboration & competition What are Business Ecosystems? Bring together individuals, organizations & alliances that are far better prepared to effectively meet market needs than individuals or single organizations alone Able to create new ways of generating value & spur the development of new business models to capture that value Share interests, goals & progress that drive mutual benefit 8

9 Elements & Dynamics of Business Ecosystems Example: HCM Technology Ecosystem Source: Bersin by Deloitte, Deloitte Consulting LLP,

10 Business Ecosystems: Potential Implications for HR Circulation of talent throughout the ecosystem Experts move freely throughout the ecosystem Reducing boundaries within and between organizations Rise of the Open Talent Economy Talent may switch organizations or go freelance Talent is an asset managed as a strategic investment Growth of individuals & teams as they recombine knowledge with others for further innovation Talent does not only come from traditional employees but also from contingent & various 3rd-party sources 10

11 Mindsets for Becoming Digital: Platforms Copyright 2017 Deloitte Development LLC. All rights reserved. 11

12 Platforms: The Interaction Interface of Business Ecosystems Create value by facilitating interactions between external producers & consumers Support the identification & analysis of behaviors and interactions to refine & enhance performance Provide infrastructure for value-creating interactions along with rules for managing them effectively Focus mainly on interactions that create value, rather than on the products, services, or other outcomes Source: Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You, Sangeet Paul Choudary, Marshall Van Alstyne, and Geoffrey Parker / W. W. Norton & Company,

13 Three Core Functions of Platforms: The Interaction Interface of Business Ecosystems Making it easy for participants to interact & encourage exchange of value 2 Facilitate Attracting both consumers & producers to the platform to enabling interactions 1 Pull 3 Match Applying information about consumers & producers to bring them together in mutually rewarding ways Source: Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You, Sangeet Paul Choudary, Marshall Van Alstyne, and Geoffrey Parker / W. W. Norton & Company,

14 The Platform Model in HR Applying the principles behind platforms is critical The Pull Function Translates directly to employee engagement The tools we give workers should be ones they want to use & pull them into the work The Facilitate Function Focuses on the interactions between workers Should make it easy for them to connect and communicate in a productive exchange The Match Function Involves using information from the platform and elsewhere to bring people together in mutually rewarding ways May include teams in pursuit of opportunities, in the course of daily workflows, and addressing challenges as they arise 14

15 Features of HR Platforms Focus on the workers & their interactions to help create value for organizations Provide consumergrade experiences & tools, social network capabilities & rules to govern interactions Create, transmit & apply information, insights & intelligence 15

16 Practices for Becoming Digital Copyright 2017 Deloitte Development LLC. All rights reserved. 16

17 Practices for Becoming Digital 1 Develop the organizational culture for Becoming Digital 2 Treat the workforce like customers 3 Incorporate people analytics into everything 17

18 Developing the Organizational Culture for Becoming Digital While culture can vary across organizations, digitally maturing businesses across industries demonstrate common cultural characteristics 1 18

19 Treating the Workforce Like Customers This represents a significant shift in the way organizations and HR approach the people who create value for business. 2 Develop an outside-in perspective on the workforce Implement designthinking Partner with customerfacing sales & marketing teams 19

20 Incorporating People Analytics into Everything Data & analytics are core to building a more personalized employee experience a hallmark of treating the workforce as customers & Becoming Digital 3 Increasing number of sources for people data Accessibility of Data Scalability of Data & Analytics 20

21 Key Takeaways Copyright 2017 Deloitte Development LLC. All rights reserved. 21

22 Key Takeaways The power of digital technology in the workplace comes from transforming business, operating, customer models & their associated processes To Become Digital, HR should adopt the right mindsets for: Ecosystems Platforms Develop the organizational culture for Becoming Digital Treat the workforce like customers Incorporate people analytics into everything Practices to Leverage the Power of Ecosystems & Platforms 22

23 Let s discuss any questions! Copyright 2017 Deloitte Development LLC. All rights reserved. 23

24 Proud of your accomplishments? We are currently seeking success stories and leading practices to share in our High-Impact HR research in the following areas: Visionary HR leadership Applications of social, mobile, analytics, and cloud technology Workplace innovations and new ways of working Building a culture of trust Employee experience If you have something to share, please contact: Jeff Mike, VP and HR Research Leader Bersin by Deloitte, Deloitte Consulting LLP jmike@deloitte.com

25 About Deloitte As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte Network ) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright 2017 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited