Copyright 2018 Deloitte Development LLC. All rights reserved. Deloitte Future of Work 1

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1 Deloitte Future of Work Deloitte Future of Work 1

2 Presenters Jeff Mike is VP and HR Research Leader for Bersin, Deloitte Consulting LLP. He integrates rigorous research approaches with over 15 years of experience leading HR functions to generate actionable knowledge. An expert in building the capabilities of corporate HR teams, Jeff transforms talent acquisition professionals from process-oriented practitioners into strategic partners who are able to compete in complex global talent markets Jeff Mike VP, HR Research Leader Bersin TM Deloitte Consulting LLP Prior to joining Bersin, Jeff was Head of Human Capital for a public policy consulting firm based in Maryland, and a faculty member in Human Resources Development in Morocco. Jeff holds an MS in OD and Strategic HR from Johns Hopkins University, and a Doctor of Education in Human and Organizational Learning from The George Washington University. Anne-Claire is a Manager in Deloitte Consulting s Workforce Transformation practice focused on helping clients reimagine work and workforce engagement in today s era of disruption. She led the program launch of Deloitte s Future of Work program office in the U.S. and has worked across Deloitte s global network to create a market presence for Future of Work, as well as approaches to redesigning work, workforces, and workplaces. Anne-Claire Roesch Manager, Workforce Transformation (203) anroesch@deloitte.com In her current role, she leads the Transformation Growth Accelerator and supports clients acroworkforcess industries on workforce & people strategy, strategic change, and work redesign. She is a frequent speaker and facilitator, helping clients break away from business as usual to imagine a bold future and a plan to accelerate progress toward that vision. Anne-Claire also has depth in financial services, and has engaged with numerous banking, securities, and insurance institutions to realize complex organization and change initiatives. She is passionate about helping clients unlock the full potential of their workforces to sustain competitive advantage and create value and meaning through work. Deloitte Future of Work 2

3 The robot apocalypse Deloitte Future of Work 3

4 The unleashed workforce Deloitte Future of Work 4

5 Rate of change What appears to be happening Technology change Gap in business performance potential Business productivity Time Deloitte Future of Work 5

6 Rate of change What is really happening Technology Individuals Businesses Public policy 1970s 1980s 1990s 2000s 2010s Today Source: Deloitte Human Capital Trends, 2017 Deloitte Future of Work 6

7 7 Disruptors Deloitte Future of Work 7

8 Poll: What is the most significant disruptor in your organization? 1. Big Data 2. Demographic Change 3. New Workplace Technology 4. Automation of Work Deloitte Future of Work 8

9 Technology is everywhere Deloitte Future of Work 9

10 Tsunami of data Deloitte Future of Work 10

11 AI, cognitive computing, robotics Deloitte Future of Work 11

12 Jobs vulnerable to automation Deloitte Future of Work 12

13 Diversity and generational change Deloitte Future of Work 13

14 Change in nature of careers the 100 year life Deloitte Future of Work 14

15 Explosion in contingent work Deloitte Future of Work 15

16 7 Disruptors Technology is Everywhere Tsunami of Data AI, Cognitive Computing, Robotics Jobs Copyright Vulnerable 2018 Deloitte Development to Automation LLC. All rights reserved. Diversity/Generational Change Careers 100 year life Explosion in Deloitte contingent Future of Work work 16

17 Our point of view Deloitte Future of Work 17

18 Aspects of our point of view The augmented workforce 3 dimensions changing the future of work Aligning individuals, organizations, and public policy Workforce Transformation: 7 strategic questions to consider Deloitte Future of Work 18

19 The augmented workforce Employees Joint Ventures T R A N S F O R M Contractors Freelancers D I S R U P T E D Crowds Robots G r e a t e r n u m b e r o f t a l e n t o p t i o n s Source: Deloitte, 2017 Deloitte Future of Work 19

20 Poll: What are your organization s plans for introducing robots and machines to augment the workforce? 1. No plans currently 2. Currently exploring, nothing implemented 3. Actively experimenting with robotic and cognitive technologies 4. Already in place in significant operational functions Deloitte Future of Work 20

21 Three dimensions changing the future of work 2 WHO? Workforce Talent category Current work options Future work options 1 3 WHAT? Work Automation level WHERE? Workplace Physical proximity Deloitte Future of Work 21

22 P h y s i c a l D i g i t a l What work can be done by smart machines and robots? RPA Cognitive AI Virtual Assistants Speech Recognition NLP Natural Language Processing ML - Machine Learning Chat Bots Computer Vision NLG Natural Language Generation System of Systems Internet of Things Analytics Digital Platforms Digital Reality Devices / Sensors Data Visualization In-Memory Computing Cloud Platforms Blockchain Digital Health Virtual Reality Augmented Reality Mixed Reality Wearables RFID Chips Microelectro-mechanical systems Smart Cities Smart Workplaces Mobile Connected Workforces Cyber-Physical Production Systems Autonomous Vehicles Robotics Deloitte Future of Work 22 3D Printing Automated Picking/Knitting Drones/UAVs Surgical Robots

23 Who can do the work? Traditional Open Organization-led Employee-led Joint ventures Freelancers Crowds Full-/part-time employees Contractors Gig workers Deloitte Future of Work 23

24 Poll: In three years, what will your workforce look like? 1. Mostly traditional, full time employees 2. A majority of full-time employees with some contractors/contingent workers 3. A rich mix of full-time employees, contractors and freelancers 4. Mostly contractors, freelancers and gig workers, with a core of full-time employees to manage them Deloitte Future of Work 24

25 Where can the work be done? CO- L O C A T E D P h y s i c a l P r o x i m i t y D I S T R I B U T E D Physical Physical Interactions Physical Virtual Interactions Virtual Virtual Interactions In person meetings, common working spaces, and campuses Most participants are in-person with a combination of remote and distributed workforces, increasingly mobile with use of key technologies (i.e. collaboration platforms, tele/video conferencing) Remote and distributed teams, increasingly leveraging virtual reality (VR) and augmented reality (AR). Experts connected to distributed workers Deloitte Future of Work 25

26 Aligning individuals, organizations, and public policy Individuals Organizations Public Policy Deloitte Future of Work 26

27 Workforce Transformation: Seven strategic questions to consider Imagine the future of work 1. WHAT is your future digital strategy? What forces are driving change? What are the work (outputs) required? Deloitte Future of Work 27

28 Workforce Transformation: Seven strategic questions to consider Compose re-design work, workforces, workplaces 2. WHAT work can be done by smart machines, robots, and human-machine teams? 3. WHO can do the work? 4. WHERE can the work be done? Deloitte Future of Work 28

29 Workforce Transformation: Seven strategic questions to consider Activate re-platform the organization, leadership, and talent for the future 5. HOW does the future of work and workforce influence organization design and behavior? 6. HOW does the future of work change leadership and management requirements? 7. HOW does the future of work change skills, talent models and programs? Deloitte Future of Work 29

30 Workforce Transformation: Seven strategic questions to consider Imagine the future of work 1. WHAT is your future digital strategy? What forces are driving change? What are the work (outputs) required? Compose re-design work, workforces, workplaces 2. WHAT work can be done by smart machines, robots, and human-machine teams? 3. WHO can do the work? 4. WHERE can the work be done? Activate re-platform the organization, leadership, and talent for the future 5. HOW does the future of work and workforce influence organization design and behavior? 6. HOW does the future of work change leadership and management requirements? 7. HOW does the future of work change skills, talent models and programs? Deloitte Future of Work 30

31 Poll: What is your organization s approach to the Future of Work? 1. This webinar is our first significant exposure to the concepts 2. We are actively exploring the Future of Work, but have not implemented any plans yet 3. We have set up a task force on the Future of Work and are running pilots 4. We have developed specific plans for the Future of Work and are currently executing them in key areas. Deloitte Future of Work 31

32 7 strategic questions to help you anticipate and lead end to end workforce transformation programs I M A G I N E What? I M A G I N E T H E F U T U R E W O R K A N D Y O U R D E S I R E D B U S I N E S S O U T C O M E S 1. WHAT is your future business strategy? What is the future work (outputs) required to execute competitively? C O M P O S E W O R K F O R C E T R A N S F O R M A T I O N A C T I V A T E Who? Where? C O M P O S E W O R K, W O R K F O R C E S, a n d W O R K P L A C E S T O U N L O C K O U T C O M E S 2. WHAT work can be done by smart machines, robots and humanmachine teams? 3. WHO can do the work? 4. WHERE can the work be done? How? ACTIVATE THE ORGANIZATION, LEADERSHIP, and SKILLS & TALENT TO SUPPORT TRANSFORMATION 5. HOW does the future of work influence organization design and behavior? 6. HOW does the future of work change leadership and management requirements? 7. HOW does the future of work change talent models and programs? Deloitte Future of Work 32

33 As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Deloitte Future of Work 33