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HR Transformation in digital age

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What and how does HR need to evolve in order to deliver essential contribution that help business navigate the disruptive environment.

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HR Transformation in digital age

  1. 1. © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com www.pixabay.com HR Transformation in the digital age
  2. 2. © 2017 TAS Consulting Partner I All Rights Reserved AT A GLANCE World is being transformed by technologies that are redefining customer expectation, reshaping industry, deriving new business model and changing the way people live and work. Digital has become infused into every part of our lives. Amidst this rapid future change and emergence of new demand, organization will expect HR to evolve in order to deliver essential contribution that maintain and further enhance organization’s competitive edge. The presentation will cover • the implication of digital transformation toward individual, organizational, industrial and society • Impact of digital transformation to the business, workplace and workforce • What does it mean to HR? • How can HR operating model be evolved as a driver of company’s transformation? • What does HR need to rethink and redefine e.g. operating model, process, practice etc. in order to meet the future expectation?
  3. 3. © 2017 TAS Consulting Partner I All Rights Reserved 90.9 mio. mobile subscription (113% of 68.2 population) 10% annual growth rate 98%* have television 96%* have mobile phone 70%* are smart phone *of adult population 2H40M average daily spent on smart phone. T H A I L A N D 2007 2014 Desktop Mobile Morgan Stanley research Devices used by Global Users Source : compiled from different sources e.g. We are Social(Hootsuite), Applboy Proprietary Study, Mobile Business Insight MOBILE DEVICE HAS BECOME A CENTRAL PART OF EVERYDAY LIFE 87% of millennials (21-36) never separate from their devices 4.96 bio. are mobile users which is 66% of 7.4 bio. world population 50% of web traffic made through mobile compare to 45% via desktop/laptop By 2018, 8 in 10 email users will likely access their email account from their mobile device 80% of smartphone users don’t leave home without their device 46 time a day on average that people check their smart phone
  4. 4. © 2017 TAS Consulting Partner I All Rights Reserved SMARTPHONE IS NOT A MOBILE DEVICE BUT MULTI FUNCTIONAL PLATFORM FOR MULTI-PURP OSES Source : Digital in Thailand, We are Social,2017 17% research P R O D U C T S 76% Access S O C I A L N E T W O R K 39% use a S E A R C H E N G I N E 9% send or read E - M A I L 46% use a M A P 53% play G A M E S 22% listen to M U S I C 66% watch V D O 59% use M O B I L E M E S S E N G E R S
  5. 5. © 2017 TAS Consulting Partner I All Rights Reserved using social media of 65 and older of world population of youth adults of world population 2005 2015 35%2% 90%12% 1.96 bio. active users, compare to 0.1 bio. in 2008 73% of users say they use for professional purpose Bangkok has 30 mio. active users which make 47 mio. active users, 2% of Facebook worldwide users 2.78 bio. are social media users, 37% of 7.4 bio. world population 46 mio. active social media users, 67% of population it the capital with largest number of user in the world 24% annual growth rate from 2016 2H 28M average daily use of social media T H A I L A N D T H A I L A N D 0.15 0.31 0.600.37 0.46 Global active users billion Source : compiled from different sources e.g. We are Social(Hootsuite,), Applboy Proprietary Study, SOCIAL MEDIA HAS CHANGED THE WAY W E INTERACT AND CONNECT
  6. 6. © 2017 TAS Consulting Partner I All Rights Reserved 11.6 mio. (17% of population) purchasing via e-commerce $ 2.5 bio. purchased via e-commerce in 2016 $212 average spending per users 41% purchased via mobile devise 59%* searched online for a product or services to buy *of self-reported sampling group T H A I L A N D EVOLVING OF NEW TECHNOLOGIES ALREADY CHANGE CONSUMBER’S BEHAVIOR $ 751,522 spent online per a minute mobile commerce will account for 24% of overall commerce revenue Source : compiled from different sources e.g. We are Social(Hootsuite,, Total Retail Report, PwC , Ivesspcro 78%* of digital buyers are influenced in some way by social media of internet users are digital buyer 2014 2015 44%42% 2016 45% 2017e 46% 47% 2018e Ecommerce sales from social media grew 202% in 2014 2 bio. mobile or tablet user will make some form of mobile commerce transaction
  7. 7. © 2017 TAS Consulting Partner I All Rights Reserved 45% of people watch video every day on or VIDEO W ILL ESTABLISH ITSELF AS THE MOST IMPORTANT TYPE OF MOBILE CONTENT every one minute 4.1 mio video viewed 70,017 hours watched 46,200 photo uploaded 40X visual content is more likely to get shared than other type of content 80% of millennials consider video content when researching a purchasing decision 1.7 bio. monthly active user view video Source : compiled from different sources e.g. We are Social(Hootsuite), Mediakix , Virtuets Brainshark, Cisco etc.. over 1.0 bio. active user – which is almost one-third of internet user 59% of executive would rather watch video than read text Video = Higher viewer retention ; the information retained in one minutes of online video is equal to about 1.8 million written world. 69% of all global internet traffic in 2017 will be video content. 92% of mobile video viewers shared videos with others
  8. 8. © 2017 TAS Consulting Partner I All Rights Reserved TIME TO REACH 50 MILLION USERS WAS A FEW DECADES BUT IS A COUPLE OF YEARS NOW N u m b e r o f y e a r i t t o o k f o r e a c h p r o d u c t t o g a i n 5 0 m i l l i o n u s e r s 46 50 62 68 E l e c t r i c i t y Te l e p h o n e A u t o m o b i l e A i r p l a n e 2 3 4 7 T w i t t e r F a c e b o o k I n t e r n e t i P o d , Yo u T u b e 12 14 18 22 28 A T M C e l l p h o n e P C Te l e v i s i o n C r e d i t c a r d YEARS Source : LinkedI.com, 2017
  9. 9. © 2017 TAS Consulting Partner I All Rights Reserved ONLY STATE-OW NED ENTERPRISES COULD MAKE PROFIT MARGIN CLOSED TO W HAT APPLE DID Source : adapted from The Top 100 Companies, Visual Capitalist which developed based on Forbs Global 2000, 2017 Exxon Mobil JPMorgan Chase AXA Group HSBC Holding Industrial Bank Legal & General Group BNP Paribas Bank of America China Construction Bank WellsFargo ICBC Citi Royal Bank of Canada Agricultural Bank of China Berkshire Hathaway Japan Post Allianz Bank of China Ping An Insurance F I N A N C E & I N S U R A N C E China Petroleum Gazprom BP Chevron Royal Dutch ShellTotal Petro China O I L & G A S Pfizer BMW Fiat & Chrysler Toyota SAIC HondaNissan Ford Volkswagen Daimier GM A U T O M O T I V E $50B $200B Revenue Profit Wal-Mart Home Depot Kroger Costco C O N S U M E R G O O D S Johnson & Johnson Unilever Procter & Gamble Nestle R E T A I L Gilead Science Merck McKesson Roche Novartis Cardinal Health P H A R M A C E U T I C A L S Apple Samsung Intel Microsoft Orange AlibabaTennent Facebook Amazon Alphabet IBM Cisco Hon Hai Precision T E C H N O L O G Y China Mobile Verizon NT&TAT&T Comcast T E L E C O M Softbank General Electric O T H E R S Glencore Walt Disney Coca Cola PepsiCo
  10. 10. © 2017 TAS Consulting Partner I All Rights Reserved TECH COMPANIES ,SUPERSE DED INDUSTRIAL GIANTS, TO DOMINATE TOP COMPANIES BY MARKET VALUATION 2 0 0 1 2 0 0 6 2 0 1 1 2 0 1 6 T H E L A R G E S T C O M PA N I E S B Y M A R K E T C A P Billion $ Source 1: Visual Capitalist, 2017 Source 2 : Accenture mentioned in Digital Transformation of Industries, World Economic Forum,2016 Typical Fortune 500 Google Facebook Tesla Average Uber Airbnb Snapchat Xiaomi 20 8 6 5 4 4 3 2 1.7 T I M E T O R E A C H U N I C O R N * *a startup company valued at over $1billion Years H O W T H E Y M A K E T H E I R B I L L I O N S Billions $ iPhone63% iPad10% Mac11% Services11% Other products5% A P P L E Market Cap 804 Revenue 216 Earning 48 advertising88% Other11% Other bets1% A L P H A B E T Market Cap 651 Revenue 90 Earning 19 M I C R O S O F T Market Cap 536 Revenue 85 Earning 17 MS Office28% Window Server22% Others18% XBOX11% MS Windows9% Advertising7% A M A Z O N Market Cap 455 Revenue 136 Earning 2 Products72% Media18% Web services9%
  11. 11. © 2017 TAS Consulting Partner I All Rights Reserved DIGITAL TECHNOLOGIES ALONE W ILL NOT CREATE SUCH AN IMMENSE VALUE Source : Transforming People and Organizations for a Digital World Webcast, Conference Board , 2017 Internet Social Media Cloud Augment Reality 3D Printing D I G I T I Z A T I O N Sensor Mobile Artificial intelligence U N L E S S , T H E Y A R E U S E D T O Connect organizations, people, physical assets, process etc. in the new ways Generate and analyze real-time data for business insights Meet emerging customer needs Innovate rapidly
  12. 12. © 2017 TAS Consulting Partner I All Rights Reserved THE COMBINATIONAL EFFECTS OF TECHNOLOGY ARE ACCELERATING CHANGE Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017 D R O N E S 2007 2014 $ 100,000 $ 700 2007 2014 $ 499 $ 10 Cost per unit S M A R T P H O N E Cost of model with similar specification 2007 2014 $ 550,000 $ 20,000 I N D U S T R I A L R O B O T Cost per unit The falling cost of advanced technologies is a defining characteristic of the digital revolution. It’s playing a major role in accelerating innovation Cumulativecapability 1950 1960 1970 1980 1990 2000 2010 2020 Mainframe Big data, analytics, visualization PCs IoT & Smart Machine Web 2.0, cloud, mobile Web1.0 eCommerce Combinational Effects is the outcome where the capability of technologies working in tandem far exceed their capabilities when deployed separately
  13. 13. © 2017 TAS Consulting Partner I All Rights Reserved AMAZON COULD INTEGRATE PROTOTYPE TECHNOLOGY TO CREATE EXPERIENCE FOR GROCERY’S CONSUMERS Exxon Mobil JPMorgan Chase AXA Group HSBC Holding Industrial Bank Legal & General Group BNP Paribas Bank of America China Construction Bank WellsFargo ICBC Citi Royal Bank of Canada Agricultural Bank of China Berkshire Hathaway Japan Post Allianz Bank of China Ping An Insurance F I N A N C E & I N S U R A N C E China Petroleum Gazprom BP Chevron Royal Dutch ShellTotal Petro China O I L & G A S Pfizer BMW Fiat & Chrysler Toyota SAIC HondaNissan Ford Volkswagen Daimier GM A U T O M O T I V E $50B $200B Revenue Profit Wal-Mart Home Depot Kroger Costco C O N S U M E R G O O D S Johnson & Johnson Unilever Procter & Gamble Nestle R E T A I L Gilead Science Merck McKesson Roche Novartis Cardinal Health P H A R M A C E U T I C A L S Apple Samsung Intel Microsoft Orange AlibabaTennent Facebook Amazon Alphabet IBM Cisco Hon Hai Precision T E C H N O L O G Y China Mobile Verizon NT&TAT&T Comcast T E L E C O M Softbank General Electric O T H E R S Glencore Walt Disney Coca Cola PepsiCo G r o w t h Lower Cost Lower Prices Customer ExperienceSeller Selection Traffic B U S I N E S S S T R A T E G Y Wal-Mart Home Depot Kroger Costco R E T A I LAmazon $ 612 billion (20% of consumer spending) T O P G R O C E R Y C H A I N S I N U S Source : US Today, 2017 by market share M a r k e t S i z e Kroger Albertson Publix HE Butt Meijer Whole Foods Target Food Lion 25.3 % 1.6% Walmart 1.0% (2012-17) A n n u a l G r o w t h E m p l o y m e n t I N D U S T R Y S N A P S H O T 2,650,000 smile that stretches from A to Z signifies that the company is ready to deliver anything to anyone, anywhere as “Earth’s Most Customer-Centric-Company” a n d m o r e … N E T W O R K Source : A Sneak Peek Into The Story of Amazon.com Inc., Value Walk, 2016 > 1 5 , 0 0 0 R O B O T S employed to help its warehouse employee to retrieve items including freelancers and full timers > 3 4 0 0 , 0 0 0 P E O P L E > 8 0 C O M P A N I E S acquired since listing its stock publicly in 1997 3 06 16 P R O F I T / L O S S140 06 16 N E T S A L E S $ billion $ billion Source : Statista, 2017
  14. 14. © 2017 TAS Consulting Partner I All Rights Reserved TECHNOLOGY W ILL TRANSFORM CORE DOMAINS OF W HICH BUSINESS MUST RE -STRATEGIZE C O M P E T I T I O N D AT AVA L U E C U S T O M E R S I N N O VAT I O N Source : The Digital Transformation Playbook, David L. Rogers, 2016
  15. 15. © 2017 TAS Consulting Partner I All Rights Reserved DIGITALIZATION REQUIRES A BIG PICTURE VIEW THAT STRETCHES ACROSS VALUE CHAIN. R & D E X T R A C T I O N M A N U F A C T U R I N G T R A N S P O R T 1 Digital R&D 2 Open Innovation 3 Automated quarries / remote control / interconnected fleet management 4 Online trading platforms (clinker, slag, pozzolona, fly ash) 5 Factory 4.0 6 Spare parts market place 7 Predictive Maintenance 9 Augmented reality maintenance ops. 10 Advanced forecasting 8 Pre-cast 3D printing Smart Logistics Cross border supply chain Optimize milk run Uber-like model for RMX Online sales Vendor Managed inventory Dynamic Pricing Track & Trace Digital Marketing RMX Market Place BIM Software for VAPs Smart Building Materials (enabling predictive repair) S A L E & M A R K E T I N G S U P P O R T F U N C T I O N S 11 12 13 14 15 16 17 18 19 20 21 22 Illustration of Building Material Industry 23 Instant / transparent access to reporting for management 24 Collaboration Tools 25 Virtual Learning26 Digital Finance 27 Digital Human Capital Source : Philippe Trichet, The Boston Consulting Group mentioned in Beyond Technology, The Conference Board, 2017
  16. 16. © 2017 TAS Consulting Partner I All Rights Reserved START BUILDING DIGITAL CAPABILITY ON THE STRENGTH THAT COMPANY HAS BUT PEERS DO NOT C U S T O M E R - F A C I N G P R O C E S S Source : adapted from The Digital Advantage, Capgemini Consulting and MIT Slone Management, 2013 A N A L Y T I C S M O B I L E C H A N N E L S O C I A L M E D I A C U S T O M E R E X P E R I E N C E S O P E A R A T I O N A L P R O C E S S P R O C E S S D I G I T I Z A T I O N I N T E R N A L C O L L A B O R A T I O N D A T A I N T E G R A T I O N
  17. 17. © 2017 TAS Consulting Partner I All Rights Reserved GOOGLE LEVERAGE ITS STRENGTH TO ADDRESS PAINP OINT OF JOB SEEKERS The average an open position receives 150 > 45% of candidates never hear anything back from the employer 83% of candidates rates their job search experience poor more than resumes T H E S O L U T I O N 1/3 of job seekers spend 2 or more hours searching a single job and take them an hours to complete the job application job titles often making searches inaccurate or misleading. FedEx Express Couriers FedEx Office SameDay City Couriers FedEx Freight City Drivers even within the same company They refer to the same job title which is “Driver” PA I N P O I N T S R O O T C A U S E S Google For Job - is introduced as a new job search site that will let people search for jobs across every category, wage and experience level Source : Google for Jobs : Disrupting the Gigantic Recruiting Market, Josh Bersin, 2017 one of the features is to search by “commute time.” Rather than look for a job within a certain number of miles from your home, Google has been studying this problem and found that for any given job there are hundreds of different
  18. 18. © 2017 TAS Consulting Partner I All Rights Reserved DIGITAL TRANS FORMATION , DONE RIGHT, CAN BE POW ERFUL ENABLER THAT DRIVE ECONOMIC GROW TH Benefit from lowering barriers to entry and disadvantage of scale Benefit from increasing accessibility, competition and choices B U S I N E S S Better response to customer- driven change C O N S U M E R S M E R U R A L Assist in trading and securing transaction Source : Adapted from Economic Growth and Development in Asia, What’s the role of Digital, Deloitte, 2017 G O V E R N M E N T capability infrastructure regulatory
  19. 19. © 2017 TAS Consulting Partner I All Rights Reserved D I G I TA L VA L U E T O S O C I E T Y ULTIMATE GOAL IS TO ACHIEVE VALUE -AT-STAKE W HICH INCLUDING DIGITAL VALUE TO SOCIETY I N D U S T R Y L A B O U R C O N S U M E R B E N E F I T S O C I E T Y & E N V I R O N M E N T Example metrics • Lives saved • Carbon emission • Life expectancy • Time savings • Cost saving on consumption • Net job creation • Median income growth • Income disparity • Value addition from new products/services • Value migration from shifting profit pools Component Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017 VA L U E AT S TA K E
  20. 20. © 2017 TAS Consulting Partner I All Rights Reserved Source : Adapted from Challenging Convention Workshop (@ Siam City Cement) , Bill Fischer, 2016 MaterializeExploreUnderstand Design Thinking is a hands-on, user centric approach to problem solving that can lead to innovation, and innovation can lead to differentiation and competitive advantage. empathize define ideate prototype test implement Our future will look like We know what to do and how to do it? What if, somebody disrupt everything Our business today for It was Kodak Digital Nokia Apple Blockbuster Netflix Taxi Uber Marriott Airbnb DISRUPTION IS A PHENOMENON THAT CAN HAPPEN IN ANY INDUSTRY AT ANYTIME
  21. 21. © 2017 TAS Consulting Partner I All Rights Reserved Source : Adapted from Challenging Convention Workshop (@ Siam City Cement) , Bill Fischer, 2016 Our future will look like We know what to do and how to do it? What if, somebody disrupt everything Our business today for It was Kodak Digital Nokia Apple Blockbuster Netflix Taxi Uber Marriott Airbnb Amazon Amazon HBO HBO IBM IBM THE NEED TO OVERCOME INNOVATOR’S DELLIMA TO DISRUPT OWNSELF IS EVEN MORE PRESSING iPhones Macs iPads iPods "I think cannibalization is a huge opportunity for us," Cook said. “ Our base philosophy is to never fear cannibalization. If we do, somebody else will just cannibalize it. We never fear it. We know iPhone has cannibalized some iPod business, we know iPad has cannibalized some Macs, and that doesn't worry us." Apple Product Unit Sales millions 75 2010 2016
  22. 22. © 2017 TAS Consulting Partner I All Rights Reserved KEEPING AN EYES ON THE SIGNS MEANS W E CAN GET AHE AD OF THE GAME Source 1 : Cashless Society, MasterCard 2015 Source 2 : Bank of Thailand/K-Bank Research Center 2016 R E V E N U E V S P R O F I T 2000 2016 0 mb. Revenue Profit of Commercial Banks in Thailand R E V E N U E G R O W T H 2000 2016 Fee Loan0% C A S H L E S S S O C I E T Y % of non-cash payment to total >85%0-40% 40-60% 60-85% Thailand Japan Singapore USA Belgium Indonesia Malaysia No.ofATM&Branch of Commercial Banks in Thailand Thailand South Korea Singapore Hong Kong Japan China Vietnam Malaysia Indonesia India 96 94 93 83 57 44 41 36 19 18 D I G I T A L B A N K I N G P E N E T R A T I O N Source 1 : World Bank Global Findex, 2015 Source 2 : Digital Banking in ASEAN, McKinsey, 2015 Both were mentioned in Economic Growth and Development in Asia, Deloitte, 2017 % S H A R E O F B A N K A C C O U N T Hong Kong 96% Singapore Malaysia 81% China 79% Indonesia 36% Share of population (15+) with bank account at financial institutions * 28%Philippines 78%Thailand C H A N N E L S O F S E R V I C E S ( T H ) 40 33 30 52 67 59 Source1 : Government Saving Bank Source 2 : Finance Service Survey, Mckinsey, 2014 * 2016 ** 2015 vs 2016 Pay bills Transfer money Balance inquiry Exchange Currency Get Advices on product Apply for product G R O W T H O F N O N - B A N K ( T H ) % %16 9 92 14 Bank Non- Bank Activities Value Activities Value * * ATM Branch Online Mobile 89 83 41 35 % F I N A N C I A L S E R V I C E S ( T H ) 96% * Banking Industry %
  23. 23. © 2017 TAS Consulting Partner I All Rights Reserved THINGS TO BE REASSESSED AND REFORMED TO BECOME DIGITAL ENTERPRISE Thriving companies reinventing themselves, their supply chains, and their market place to ensue that Digital Economy is an economy of limitless opportunities not disruption and displacement C U S T O M E R E X P E C T AT I O N P R O D U C T E N H A N C E M E N T S C O L L A B O R AT I V E I N N O VAT I O N S O R G A N I Z AT I O N L E A D E R S H I P Source : The 4 things it takes to succeed in the Digital Economy, Lindsey Anderson and Irving Wladawsky -Berget, HBS, 2016
  24. 24. © 2017 TAS Consulting Partner I All Rights Reserved BUY VS. BUILD IS NO LONGER ENOUGH TO CREATE A NEW DIGITAL BUSINESS MODEL related to company’s core and company has time to build capability Explicit need to own market and not possible to build capability in due time Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017 Deploy internal capabilities infrastructure and resource to the startup No immediate need to own but watch and learn about emergent opportunity Connect with the right skills and capabilities
  25. 25. © 2017 TAS Consulting Partner I All Rights Reserved COMPANIES EXPECT FULL BENEFITS OF DIGITALIZAT ION… HERE THEY ARE TODAY AND WHY Source : Operationalizing Digital Transformation, Harvard Business Review Analytic Services Report, 2017 Desired Benefit Achieved Benefit Increased insight into customer needs Improved customer services experiences Cost savings Improved profitability Increasing revenues %74 42 73 60 47 71 41 70 42 47 41 O U T C O M E S T R I A L O B J E C T I V E S Percentage desiring versus achieving the following benefits from investment in digital technologies C H A L L E N G E S T O R E A L I Z E B E N E F I T S 39 % 38 37 30 26 23 23 20 18 15 Replacing legacy systems Siloed operation and information systems Budget constraints Lack of vision Risk-averse culture Lack of talent/skills in BU Insufficient human resources and time Lack of talent/skill in IT Lack of leadership buy-in and support Lack of technical know-how, not sure how to proceed Percentage of challenges organizations face in leverage digital capabilities to improve business The What The How
  26. 26. © 2017 TAS Consulting Partner I All Rights Reserved D N A Using digital technology to transform the customer experience, operation process and business model Successful transformations depends as much on how firms manage digital transformation that solely implement new technologies T H E W H AT T H E H O W THEY TAKE DIFFERENT PATHS TO DIGITAL MATURITY W HILE THE MASTERY SHARE COMMON DNA Source : Leading Digital , Didier Bonnet et.al , Harvard Business Press, 2014 L E A D E R S H I P C A PA B I L I T Y DIGITALCAPABILITY F A S H I O N I S T A S D I G I T A L M A S T E R S C O N S E R V A T I V E SB E G I N N E R S Many advanced feature in silos No overarching vision Underdeveloped coordination Digital culture may exists in silos Management skeptical of the business value of advanced digital technologies May be carrying out some experiment Immature digital culture Overarching digital vision exists but may be underdeveloped Few advanced digital features but traditional capabilities may be Strong governance across silos Taking active steps to build digital skill and culture Strong overarching digital vision Good governance Many digital initiatives generating business value in measurable ways Strong digital culture Vision Governance IT/BIZ Engagement
  27. 27. © 2017 TAS Consulting Partner I All Rights Reserved Using digital technology to transform the customer experience, operation process and business model Successful transformations depends as much on how firms manage digital transformation that solely implement new technologies T H E W H AT T H E H O W LEADERSHIP CAPABILITY IS THE DIFFERENTIATOR THAT TURN INVESTMENT INTO ADVANTAGE L E A D E R S H I P C A PA B I L I T Y DIGITALCAPABILITY F A S H I O N I S T A S D I G I T A L M A S T E R S C O N S E R V A T I V E SB E G I N N E R S +6% -11% -4% -24% -10% +9% +9% +26% Revenue Profit Revenue Profit Source : Leading Digital , Didier Bonnet et.al , Harvard Business Press, 2014
  28. 28. © 2017 TAS Consulting Partner I All Rights Reserved ALWAYS AIM TO IMPLEMENT DIGITAL TRANSFROMATION IN ENGAGING AND SUSTAINING WAY Source : Adapted from The Digital Advantage, Capgemini Consulting and MIT Slone Management, 2013 Understand the impact Assess digital maturity Develop vision and align it around F R A M E the challenge F O C U S the investment Build a digital roadmap Build investment case Set up governance model E N G A G E the organization Signal the change Mobilize at scale Evolve culture & adapt work process S U S TA I N the transformation Build capabilities Align incentive & rewards Measure, monitor, iterate
  29. 29. © 2017 TAS Consulting Partner I All Rights Reserved 125-YE AR-OLD START UP – GENERAL ELECTRIC HAS PROVEN THAT OLD MINDSET CAN BE CHANGED Source : Adapted from The Digital Advantage, Capgemini Consulting and MIT Slone Management, 2013 F R A M E the challenge F O C U S the investment E N G A G E the organization S U S TA I N the transformation C r e a t e a r o a d m a p d r ive n b y hig h vo lum e o ut c o m e s • Identify outcome-driven high volume initiatives • Define steps for achieving connectivity , insight and optimization • Anticipate scaling challenge as pilot gain traction B uild int e r na l a lig nm e nt , a sse m b le t he r ig ht c a p a bilit ie s • Select agile-minded leaders from within the company, hire as needed • Challenge “traditional” mindset- FAST Work. • Provide incentives that reward team development • Focus on emerging quick wins • Implement rapid course correction from iteration and feedback I N D U S T R I A L E N G I N E E R I N G D I G I T A L I N D U S T R I A L *For GE (Productivity) , for Customer (Apps to optimize GE Machine) and for the World (enable industry platform)
  30. 30. © 2017 TAS Consulting Partner I All Rights Reserved THE UNEVEN RATE OF ORGANIZATIONAL RESPONSE TO CHANGE EXPOSES SALIENT GAP TO BE ADDRESSED 1970s 1980s 1990s 2000s 2010s Today RateofChange Source : Rewriting the Rules for the Digital Age, Global Human Capital Trends,, Deloitte University Pres, 2017 T E C H N O L O G Y P U B L I C P O L I C Y “the needs of organizations and business leaders, shows that a new set of "rules" have emerged: rules to help leaders redesign the organization, rethink the employee experience, implement digital tools, rethink careers, and change the way we lead. I believe this transition, the gap between business and individual will take several more years to close” - Josh Basin - B U S I N E S S I N D I V I D U A L S
  31. 31. © 2017 TAS Consulting Partner I All Rights Reserved Singapore 0 $100,00020,000 GDP per capita (2015 PPP) IMF World Economic Forum’s Network Readiness Index (NRI) measures performance of 139 economies in leveraging information and communication technologies (ICT) to boost competitiveness, innovation and well-being Source : World Economic Forum mentioned in Digitally Engaged, Voice of Asia, Deloitte Access Economics, 2017 N E T W O R K R E A D I N E S S I N D E X ASIAN ECONOMIES ARE MORE PROGRESSIVE IN ADOPTING DIGITAL THAN OTHERS Hong KongAustraliaJapan South Korea New Zealand Malaysia Thailand China Indonesia Philippines India Vietnam Myanmar Lao PDR Cambodia
  32. 32. © 2017 TAS Consulting Partner I All Rights Reserved Source : World Economic Forum mentioned in Digitally Engaged, Voice of Asia, Deloitte Access Economics, 2017 THAILAND’S BUSINESS SECTOR HAS PLAYED CRITICAL ROLE IN ADOPTION OF DIGITAL H I G H I N C O M E M E D I U M I N C O M E L O W I N C O M E 140 GlobalReadinessIndex Government Business Individual government business individual
  33. 33. © 2017 TAS Consulting Partner I All Rights Reserved RECENT EFFORTS ACCELERATED BY GOVERNMENT INDICATED A GOOD SIGN OF POTENTIAL Source : Digital Evolution Index, The Fletcher School at Tufts University, mentioned in HBR, February 2015 70 Rate of Change in Digital Evolution from 2008 - 2013 Rapidly receding Slowly receding Slowly advancing Rapidly advancing Netherlands Thailand Finland Sweden Singapore Hong Kong New Zealand Ireland USA Korea Republic UAE Israel Estonia Malaysia China Chile Turkey Brazil Saudi Arabia Spain Belgium France Norway Denmark UK Canada Australia Germany Japan Austria Nigeria Czech Republic Hungary Egypt Portugal Vietnam Kenya Columbia India Mexico South Africa Russia Indonesia Greece Poland Slovenia Italy Slovak Republic Switzerland Philippines Digitalevolutionindex STALL OUT STAND OUT WATCH OUT BREAK OUT Have shown high level of digital development in the past and continue to remain on an upward trajectory Have achieved a high level of evolution in the past but are losing momentum and risk falling behind STAND OUT STALL OUT Have the potential to develop strong digital economies, though their overall score is still low, they are moving upward and poised to become stand out in the future BREAK OUT Face significant opportunities and challenges with low score on both current level and upward motion of their DEI. Some may be able to overcome limitation with clever innovation and stoppage measure, while other seem to be stuck WATCH OUT
  34. 34. © 2017 TAS Consulting Partner I All Rights Reserved BUT INDIVIDUAL SHOW ED LESS OF WILLINGNESS TO ADOPT NEW TECHNOLOGY INTO DAY-TO-DAY LIFE K N O W L E D G E T E C H N O L O G Y F U T U R E R E A D I N E S S 42 38 47 43 21 30 Talent Regulatory 44 30 45 Training & Education Capital 51 32 53 Adaptive attribute Business Agility IT Integration Technological Scientific Concentration 41st Know-how necessary to discover, understand and build new technologies Overall context that enable the development of digital technologies Level of country preparedness to exploit digital transformation Source : World Digital Competitiveness Ranking , IMD, 2017 of 63 economies Digital/technological skill (50) Graduate in science (13) Employee Training (18) Internet users (53) Mobile broadband subscriber (6) Banking & Financial Services (10) Software piracy (56) e-Government (55) Tablet possession (49) Attitude toward globalization (18) D I G I T A L C O M P E T I T I V E N E S S I N A S I A - P A C I F I C Singapore Hong Kong Taiwan New Zealand Australia Korea Rep. Malaysia Japan China Philippines India Indonesia Mongolia Thailand
  35. 35. © 2017 TAS Consulting Partner I All Rights Reserved IT ALSO SUFFERS FROM LACK OF ENTREPRENEURS AND SUSTAINABLE STARTUP ECOSYSTEM Source : Compilation of information made by Polapat Arkkarapridi, Thailand’s Startup Ecosystem, published on LinkIn, 2017 E C O N O M I C E C O N O M I C & T E C H E C O S Y S T E M 1,374 million $ 23,300 billion $ 16,885 7.7% 2.07% 29,800 $ 16.0 million 325 million $ 18,600 billion $ 57,100 40.9% 2.79% 57,100 $ 9.1 million 5.6 million $ 508 billion $ 90,700 29.0% 2.19% 908 $ 12.3 million Population (million) 2016 GDP (Billion$ / PPP) 2016 GDP/Capita ($) Tertiary Education (% Working age population) Civilian R&D Spending/patent App (million $) 2015 Patent Application Civilian R&D Spend / Patent App Startup Startup Density (Startup : Pop) VC Funds 216 VC Investment (US$) 2016 VC Investment / Capita (US$) Startup Accelerators Startup per Accelerator 2016 Tech Exit Exit as of Number of Startup 140,000 1 per 2,300 800 $ 69,100 million 212$ 200 700:1 3,358 2.4% 145,000 1 per 9,500 1,000 $ 32,000 million 23$ 1,600 90:1 221 0.2% 2,000 1 per 2,800 30 $ 3,500 million 625 $ 52 38.1 15 0.8% 600 1 per 113,000 12 $ 86 million 1.3 $ 7 86.1 2 0.3% 68.3 million $ 1,152 billion $ 16,900 11.9 % 0.39% 133 $ 33.8 million S T A R T U P E C O S Y S T E M
  36. 36. © 2017 TAS Consulting Partner I All Rights Reserved STILL THAILAND HAS TO OVERCOME MONUMENTAL CHALLENGES TO GET READY FOR DIGITAL ECONOMY I N V E S T M E N T I N D I G I T A L I N F R A S T R U C T U R E U P G R A D I N G D I G I T A L S K I L L S I N S T I T U T I O N & R E G U L A R T O R Y L A N G U A G E P R O F I C I E N C Y E D U C A T I O N S Y S T E M O V E R S T R E T C H E D I N F R A S T U C T U R E B E C O M I N G A G I N G S O C I E T Y W O R K I N G P O P U L A T I O N D E F I C I T More information can be found in “Building a Workforce for Thailand 4.0, https://www.tas-consultingpartner.com/thought
  37. 37. © 2017 TAS Consulting Partner I All Rights Reserved FORCES OF CHANGE THAT CREATE PIVOTAL IMPACT TO ORGANIZAT ION Rapid adoption of robots, autonomous vehicles, AI, commoditized sensors and global collaboration renew re-thinking of work R E C O N F I G U R AT I O N Social and organization Increase democratization shifts workplace and communities from hierarchy to power balanced C O N N E C T E D W O R L D A truly connectedness allows work from anywhere, opening talent pool, speeding up ideation and product development T A L E N T M A R K E T All inclusive, very diverse Workplace continues to grow membership to four generation, minorities will become majority. Mature talent to stay longer C O L L A B O R AT I O N Human and machine Advances in analytics, algorithms and automation continue to make improvement in productivity and decision making. Exponential pattern of T E C H N O L O G Y C H A N G E Source : Future of HR Project Summit, SHRM and NAHR 2015
  38. 38. © 2017 TAS Consulting Partner I All Rights Reserved EMPLOYEES EXPECT AS ENGAGING AND ENJOYABLE EXPERIENCES AS CUSTOMERS DO Enterprises need to apply evolving expectation of customer to constantly redesign and reinvent employee experiences P R O D U C T S & S E R V I C E S E X P E I R E N C E S M A S S P R O D U C T I O N H Y P E R - P E R S O N A L I Z A I O N O W N E R S H I P - B A S E D A C C E S S - B A S E D Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017
  39. 39. © 2017 TAS Consulting Partner I All Rights Reserved To enjoy teamwork and communities To be empowered and seek challenge Continuous feedback To play an active role in their own development To work for companies whose purpose they share Mix personal and professional life To invent themselves and change job often To create their own business MILLENIALS ARE REPRESENTING HALF OF W ORKFORCE BY 2020, THEY W ILL DEMOCRATIZE THE W ORKPLACE *20-35 years old in 2017 Source 2 : Future Workplace cited in What Role for HR in 2020-2025, Oliver Wyman and Orange, 2016 Well informed Intellectually autonomous Unresponsive to claims of compliance & hierarchy Part of the leadership process Source1 :Future of leadership in a changing workplace, Bersin by Deloitte, 2016 Specialization Collaboration Flexibility Decentralization * “ E M A N C I P AT E D E M P L O Y E E ”
  40. 40. © 2017 TAS Consulting Partner I All Rights Reserved HOW EVER, IN MANY WAYS, MILLENNIALS ARE A LOT LIKE THEIR OLDER COLLE AGUES 20 30 40 50%10 Inspirational leadership Clearly articulated vision/strategy x B M Work/life balance & flexibility xB M Performance-based recognition and promotions B x M Freedom to innovate M B x Collaborative work environment M B x x B What does it take to engage employee at w ork? M 10 20 30 40%0 What are top 2 long -term career goals that the most important to you? Make positive impact on organization Help solve social and/or environmental challenge x B M Work with a diverse group of people B Work for an organization among the best in industry B xM Do work I am passionate about M B x Become an expert in my field M B x x B M Manage my work/life balance Achieve financial security Start my own business x M M B x Become a senior leaders x M B x M B Mx B Source : The Multigenerational Study, IBM Institutes for Business Value Millennial Survey 2014 What attributes w ould your perfect boss have? Ethical and fair x B M Transparent and readily share information M xB Dependable & consistent Mx B Clearly defines goals/expectation B xM Is open to new ways of doing things M x B Recognize my accomplishment MxB >5220-35 36-52
  41. 41. © 2017 TAS Consulting Partner I All Rights Reserved ARTIFICIAL INTELLIGENCE HAVE FUNDAMENTAL IMPACT ON INDUSTRIAL W ORKFORCE assisted production Flexible, humanoid robots perform other operation such as assembly packing driven quality control Algorithms based on historical data identify quality issue and reduce product failure logistic vehicles Fully automated transportation system navigate intelligently within the factory of production line Novel software enables assembly line simulation and optimization supply network Monitoring of an entire supply network allows for better supply decisions maintenance Remote monitoring of equipment permits repair prior to breakdown as a services Manufacturers sell a services, including maintenance rather than machine production Automatically coordinated machines optimize their utilization and output manufacturing 3-D printers create complex parts in one step, making assembly redundant work and services Fourth dimension facilitates operating guidance, remote assistance and documentation B I G D A T A R O B O T S M A R T S E L F D R I V I N G S I M U L A T I O N P R E D I C T I V E M A C H I N E S E L F O R G A N I Z I N G A D D I C T I V E A U G M E N T E D Source : Man and Machine in Industry 4.0, Boston Consulting Group, 2015 U S E O F A I T H AT E F F E C T I N D U S T R I A L W O R K F O R C E Industries in Germany of 7 million people in 40 job families, 23 industries F R O M 2 0 1 5 - 2 0 2 5 + 9 6 0 , 0 0 0 Jobs in production, quality control, maintenance, production planning will be reduced Job in IT analytics, data scientist software development, R&D, robot coordinator will be created jobs as net increase due to Industry 4.0 + 3 5 0 , 0 0 0 ( - 6 1 0 , 0 0 0 )
  42. 42. © 2017 TAS Consulting Partner I All Rights Reserved FIVE YEARS FROM NOW, SET OF SKILLS CONSIDERED IMPORTANT TODAY W ILL HAVE CHANGED H I G H - S K I L L W O R K E R S Source : The Future of Work McKinsey 2015 % of total employed workers in OECD Tertiary Upper Secondary Lower secondary 22 41 36 32 44 24 1995 2010 A L L D I S A P P E A R Lost the race against the machine C O L L A B O R A T E W I T H M A C H I N E Run with the machine C O M P E T E L Y N E W Run faster than the machine R E M A I N U N T O U C H E D Unable to be replaced by machine Source : Digital Transformation of Industries, World Economic Forum in collaboration with Accenture, 2016 F U T U R E O F W O R K W A Y O F T H I N K I N G W A Y O F W O R K I N G T O O L O F W O K R I N G L I V I N G I N T H E W O R L D Creativity/Innovation Critical Thinking Problem solving Decision making Learning to learn Metacognition Communication Collaboration (teamwork) Information Literacy Information, Communication Technology Literacy Citizenship (local/global) Life and career Personal responsibility Social responsibility Cultural awareness 2 1 S T C E N T U R Y S K I L L S ATC21S aim to provide clear operational definition of 21st century skill for design of innovation assessment tasks to be used in the classroom. Member of ATC21s include Australia, Finland, Singapore, UK etc. 2020 2015 Complex problem solving Critical thinking Creativity People management Coordinating with others Emotional intelligence Judgement/decision making Services orientation Negotiation Cognitive flexibility 1 2 3 4 5 6 7 8 9 10 1 4 10 3 2 - 8 7 5 - T O P 1 0 S K I L L S Source : Future of Jobs, World Economic Forum, 2016
  43. 43. © 2017 TAS Consulting Partner I All Rights Reserved Source : Future of HR Project Summit, SHRM and NAHR 2015 D E M O C R A T I Z A T I O N O F W O R K T E C H N O L O G I C A L E M P O W E R M E N T A more highly democratized future is characterized by new “employment relationship shorter in duration and more company/individual balanced A shift toward more agile and responsive view of work will deliver result by activating purpose-built network Core Themes Technology is transforming the way we live and work. Machine learning, 3D printing, mobile, warbles and algorithmic analytics are some of the many technologies that promise to improve individual empowerment T E C H N O L O G I C A L E M P O W E R M E N T DEMOCRATIZATIONOFWORK W O R K R E I M A G I N E D C U R R E N T S T A T E T O D A Y T U R B O - C H A R G E D “ U B E R ’ E M P O W E R E D Technologies Type of Work Type of Work Technologies Technologies Type of Work Type of Work Technologies H L HL Organization ArrangementFoC ORGANIZATION W ILL BE TRANSFORMED INTO ONE OF THE FOUR POTENTIAL FUTURE STATE
  44. 44. © 2017 TAS Consulting Partner I All Rights Reserved SEISIMIC EFFECTS TO BUSINESS ARE APPARENT, IS HR READY TO NAVIGATE DISRUPTIVE ENVIRONMENT? Talent management meet the sciences of human behaviors Navigate risk and privacy in a more complex world Digital radically disrupt HR Social media drives the democratization of work The global talent map loses its borders Tapping skills anywhere anytime HR Drives the agile organization The rise of the extended workforce Deliver seamless employee experiences Managing people as a workforce of one Sources : Future of HR, Accenture, 2014 D I G I T A L A G I L E G L O B A L S C A L E I N S I G H T D R I V E N N E W W O R L D O F W O R K “With new challenges rearing their heads each day, the role HR must play in navigating this territory has never been more important. However, this turbulent digital era, generated by business demands and technology transformation, means many HR are f l o u n d e r i n g trying to keep up with the change, let alone offering strategic foresight to trek into an unknown future”. F O R B E S “Organizations need HR to s h o w u p d i f f e r e n t l y . Which is about setting and achieving the workforce and talent agenda, delivering the business strategy, driving workforce performance and engagement, stewarding the culture, and enhancing the experience for the enterprise’s people” D E L O I T T E “To secure a seat at the table, HR must continue to represent the needs of employee, while also keeping a finger on the pulse of external trends. Amplifying their voice requires leveraging data in ever m o r e s o p h i s t i c a t e d way to tell a compelling story” M E R C E R “HR are struggling with problems related to inflexibility: insular HR function, duplication of work between HR roles, and the creation of universal, one-size-fits-all talent practices not relevant to today’s diverse workforces. The result is often slow reaction times, a lack of innovation, and f r a g m e n t e d solutions that conflict with one another” A C C E N T U R E
  45. 45. © 2017 TAS Consulting Partner I All Rights Reserved Source : Transformation, the imperative to change, BCG, 2014 BUSINESS EXPECT HR TO BE TRANSFORMATION ENABLER AND STRATEGIC PARTNER Focus on reliable and efficient execution of core HR services including • Payroll • Employee data • Record keeping • Training administration • Time management S E R V I C E S P R O V I D E R Focus on providing expertise in and advice on core HR disciplines • Recruiting • Compensation & benefit • Learning and development • Performance management • Labour relation • Mobility F U N C T I O N A L E X P E R T Understand the business transformation requirement and how they will affect people and the organization Assess HR’s capability and capacity to response in each HR disciplines and address any gap Mobilize HR resources and operate in an agile mode to support the transformation T R A N S F O R M A T I O N E N A B L E R Be “at the table” for senior leadership discussion and help shape transformation strategy Frame and raise strategic people and organization issue and priorities Adapt the HR operating model to enable HR to engage with the business transformation as a strategic partner Share perspectives on how to set up transformation initiatives for success S T R A T E G I C PA R T N E R H R S t r a t e g yF u n c t i o n a l E x p e r t i s eA d m i n i s t r a t i v e U t i l i t y H R O u t s i d e / I n
  46. 46. © 2017 TAS Consulting Partner I All Rights Reserved HR ROLE IN TRANSFORMING GENERAL ELECTRIC FROM INDUSTRIAL ENGINEERING TO DIGITAL INDUSTRIAL Software-defined everything & data as revenue generator New business model Speed of change requires months to days, scalability Cloud-based platform Building on current IT investment and assets Convergence of IT & OT Predix- Industrial OS Powered by GE GE Digital R O A D M A P 10 20 70 Innovative processes that set GE apart Competitive capability that lead to strategic advantage Foundational capability contributing to greater efficiency C A P A B I L I T I E S R & D 3.4 5.5 5.1%3.8% 2005 2015 $ billion of revenue 3,000 PhD’s Engineers & Scientists T A L E N T S T R A T E G Y O F G E D I G I T A L A C Q U I R E G R O W T R A N S F O R M B U I L D S T R U C T U R E Hire talent from the Tech industry to fill capability gaps Insource high value work previously done by vendors Grow talent hired from Tech industry- having migrant as mentor Invest in them growing their capability at GE Upskill own talent by providing clarity on the definition of “good” Create development opportunities to help them get there Build future workforce and leaders through own leadership program and entry level talent Restructure work in a ways that drives productivity gains and increase tech capability level Source : Transforming People and Organization for Digital World Webcast, Jennifer Waldo, CHRO, GE Digital,2017 C U L T U R E O F S I M P L I F I C A T I O N From 250 employee working in GE Software research center in 2011 to day GE Digital employee 28,000 employee with $6.3 bio as annual revenue
  47. 47. © 2017 TAS Consulting Partner I All Rights Reserved UBER-THE DISRUPTER OF NEW W ORLD, IS IN BIG TROUBLE CAUSED BY OLD WORLD OF MANAGEME NT T H E W O R L D ’ S T O P S T A R T U P V A L U A T I O N I N E A R L Y Y E A R S 1 2 3 value year Raised $ 6.6. bio In 12 rounds From 51 investors Valued by venture capital firms Uber Didi Chuxing Xiaomi Airbnb Palantir 68 50 46 31 20 $ billion Source 1 : Wikipedia, 2017 Source 2 : Gawker, Tech-thoughts estimate,2017 Source 3 : Statista, 2016 Source 4 : Business Insider, 2016 2012 2014 R E V E N U E V S . O P E R A T I N G C O S T S Operating costs Revenue $billion P R O B L E M S & C R I T I C S M Partially and fully banned in 14 countries including USA, India, Japan, German and Thailand “I must fundamentally ch an g e as a l ead er an d g ro w u p … this is the first time I have been willing to admit that I need leadership help and I intend to get it. Travis Kalanick, after arguing with drivers incident, March 2017 Alphabet sued Uber accusing its employee of stealing trade secret on self-driving car. Drivers involved in crime due to inadequate background checks a n d m o r e … A few sexual harassment allegations including … former software engineer wrote a blog alleging that she had been p ro p o si t i o n ed f o r sex b y h er m an ag er and that when she’d taken the issue to human resources, an HR rep had said that he wouldn’t be punished, in part, because he was a “h i g h p erf o rm er.” Alleged cancellation of orders to disrupt competitors Gross booking $ 20 bio. Net revenue $ 6.5 bio Loss $ 2.8 bio For 2016 F A C T S A B O U T U B E R 8 m i o Users worldwide 1 1 , 0 0 0 Corporate employee 5 2 7 Cities that Uber is operating 7 7 Countries under its coverage 1 b i o Trips taken 5 0 0 0 0 8 6 % Male 1 4 % Female new drivers added per month
  48. 48. © 2017 TAS Consulting Partner I All Rights Reserved HR NEEDS TO REDEFINE ROLES THAT EXTEND AND COMPLEMENT TODAY’S TYPICAL HR Source : Future of HR Project Summit (CHREATE), SHRM and NAHR 2015 O R G A N I Z A T I O N A L P E R F O R M A N C E E N G I N E E R C U L T U R E A R C H I T E C T & C O M M U N I T Y A C T I V I S T G L O B A L T A L E N T S C O U T , C O N V E N E R & C O A C H T R E N D F O R E C A S T E R & T E C H N O L O G Y I N T E G R A T O R T H I N G S W E R E T H I N G S A R E • Forecaster of key workforce trends, driven by technology, demographics, etc. • Expert, advocate, and adopter of productivity technology • Sense maker, including understanding of data analytics to drive decisions Business acumen Data analysis HR Technology Management • Talent scout and relationship builder • Developer of communities of talent/“boundary-less” careers • Nurturer of diverse personal experiences -personal, trusted talent advisor and whole life coach • Talent platform and contract manager • Advocate for diversity & inclusion as a key driver of success • Culture advocate and brand builder, unlocking employees as brand ambassadors • Connector of employee purpose to company purpose • Orchestrator of shared values across company and community boundaries • Social responsibility champion and activist—influencer for shaping or adding policies and laws supporting a new world of work • Expert at new way of working including virtual team effectiveness • Work-driven network manager and optimizer of work across a diverse pool of talent • Social network analyzer and expert • Maker of the deal-including mass customization of incentives and reward and ongoing dialogue that drive performance • Developer of teams and workforce capability Organizational design Total rewards management Performance management Organizational training and learning Employment brand Employment engagement Culture steward Corporate social responsibility Recruiting and sourcing Career paths Full-time employees vs. contractors
  49. 49. © 2017 TAS Consulting Partner I All Rights Reserved MAINSTREAM HR OPERATING MODEL MUST EVOLVE TO REALIZE THE DIGITAL IMPACT Source : Adapted from the High-Impact HR Operating Model, Deloitte, 2017 BP = Business Partner COE = Communities of Expertise OS = Operational Services N/P = External Network & Partner C U S T O M E R S P O L I C I E S P R O C E S S E S D A T A M E T R I C S EXEC = Executive Leadership Team BU = Business Leaders HR = HR Leadership Team B U H R E X E C O S C O EN / P B P
  50. 50. © 2017 TAS Consulting Partner I All Rights Reserved ALSO ADOPT ALTERNATIVE MODELS IN ORDER TO CREATE HR INTEGRATED CAPABILITIES C R O W S O U R C E D T A L E N T S E G M E N T E D P R O F E S S I O N A L S E R V I C E S J U S T - I N - T I M E L E A N H R F E D E R A T E D The model borrows from agile software development, open innovation and lean Six Sigma to deliver innovative, digitally-enabled solutions by replacing. COEs and BP with a small cross-functional workforce effectiveness group COE and BP are replaced with internal HR consulting group that creates talent practices and provide advices to the business. This model is ideal for fast-changing businesses with globally integrated business models just as customer centricity, HR resources are organized around talent segments. Instead of having business partners assigned to business units, “talent segment representatives” can be more flexibly assigned to these talent groupings. Borrowing from concepts of crowdsourcing, “co-created” products and services, and open source innovation, this model reconceives HR in light of new digital advances that empower employees to define their own talent practices. Using social and other technologies. Alternative HR Operating Models HR is divided into three tiny parts: shared services; a corporate function with deep specialists and a centralized planning and analysis experts. Large teams of BP and COEs are eliminated. Instead, talent practices are designed by experts together with external consultants; For businesses with fairly autonomous business units and that must rapidly respond to the needs of local units, it decentralizes BP and COEs into the business units. Sometimes even HR transactional services may reside in the business units Source : A New Blueprint for HR, Accenture, 2016
  51. 51. © 2017 TAS Consulting Partner I All Rights Reserved MOVING BEYOND DESCRIPTIVE DATA TO ADOPTING ANALYTICS THAT CREATE IMPACT TO THE BUSINESS Source : Hard Talk HR, Webcast, Dave Ulrich, 2017 R E V O L U T I O N A C C E S S S T O R A G E V O L U M E T E C H N O L O G Y S P E E D P U Z Z L E S T Y P E M Y S T E R I E S Ambiguity is solved by facts and access to more information with linear problem solving Explore new ideas. Sometimes you won’t know the right questions to ask. The goal is to turn insight into information Analyst who looks for statistical patterns Anthropologist who make observations to see patterns Structured, predictable, quantitative Unstructured, predictable, qualitative Find answers Solve problems Ask questions Define problem structured information unstructured information20% 80% REACTIVEPREDICTIVE VA L U E I M P A C T predicting what will drive the business I N T E R V E N T I O N Test alternative hypothesis and intervention I N S I G H T Have information that draws on predictive analytics and trends S C O R E C A R D Have information that track performance in the past and future N A T U R E T Y P E M E T A P H O R A S S U M P T I O N R E Q U I R E D C A P A B I L I T Y
  52. 52. © 2017 TAS Consulting Partner I All Rights Reserved Source 1: HR Technology Disruption for 2017, Josh Bersin,2016 HR MUST LEVERAGE TECHNOLOGIES TO DELIVER COMPLETE EMPLOYEE’S EXPERIENCE AT W ORK Source 2: Adapted from Revolution of Technology, Hard Talk HR, Webcast, Dave Ulrich, 2017 I M P A C T E F F E C T I V E N E S S E F F I C I E N C Y C O N N E C T E D N E S S T A L E N T M A N A G E M E N T P E O P L E M A N A G E M E N T E N G A G EI N T E G R A T EA U T O M A T E E M P O W E R 2 0 0 4 - 2 0 1 21 9 9 0 s - 2 0 0 0 s 2 0 1 4 - 2 0 1 5 2 0 1 6 + Integrate processes & systems Talent as a core to HR & business agenda Focus on culture, engagement, environment, leadership, empowerment, fit. Mainframe-based in-house software Cloud-based HR system PC Technology Software as a services Built from the cloud solution build emotional connection, create social network, share experiences Create and share information for business impact, Integrated HR system S y s t e m o f E n g a g e m e n t D a t a d r i v e n s o l u t i o n S y s t e m o f A u t o m a t i o n P r a c t i c e d r i v e n s o l u t i o n
  53. 53. © 2017 TAS Consulting Partner I All Rights Reserved COMPETENCIES THAT HR MUST DEVELOP TO HELP BUSINESS OPERATE SEAMLESSLY IN DIGITAL AGE C O R E D R I V E R S S T R A T E G I C E N A B L E R S F O U N D A T I O N A L E N A B L E R S evaluate both the external and internal business context and translate those evaluations into practical insight that help position the organization to be successful achieve the trust and respect they need within the organization to be viewed as valued and valuable partner. constantly manage the paradoxes or tension the exist in the work setting. Mange by championing both change and culture to ensure that things will consistently happen Offer integrate and innovative for managing people within the organization Create total reward system which include compensation and benefits (financial) as well as meaning from work(non-financial) Leverage technology and technological tools to support efforts to create high performing organizations. HR professional also rely on social media to recruit, retain, develop and engaging human capital Manage the process related to compliance by following regulatory guidelines Use analytics beyond collecting data and having scorecards to impact decision making. N E V I G A T O R P A R A D O X Source : HR Competencies, Dave Ulrich, 2016
  54. 54. © 2017 TAS Consulting Partner I All Rights Reserved CORE PRACTICES W ILL BE EVOLVED TO ENABLE THE W ORKFORCE TO W IN Source : Future of HR Project Summit, SHRM and NAHR 2015 Practices Today Tomorrow Business Acumen Strategic Business Leadership Data Analytic & Decision Making Sense Making Change Management Agile Leadership Sourcing & Recruiting Talent Leadership Building Employment Communities of Talent. Job Description Diverse Array of Personal Experiences Rewards Management Rewards Personalization Managing Performance Dialogue that Aligns & Drives Performance Organization Design Work-Driven Network Management Leadership & Development Communities Development Boundaryless Careers Employment Brand Employee Experience Organization Development Culture Orchestration Employee Engagement Communities Engagement Team Collaboration Communities Collaboration Corporate Social Responsibility Purpose Meaning Fiduciary Governance Fiduciary Leadership HR Technology Management Employee Technology Experience Employee Relation Employee Matters & Legal Compliance Contract Center Employee Services E N G A G E A L I G N A T T R A C T P L A N B A S E Trend Forecasting & Change Leadership Talent Sourcing & Community Building Organization & Performance Architecture Culture & Community Activism Operational Excellence Core Capabilities
  55. 55. © 2017 TAS Consulting Partner I All Rights Reserved Source (2): Global Talent Trends Study, Mercer, 2017 Move support functions to shared services Flatten structure Eliminate roles / departments Decentralize authority Build internal/external networked communities Create project based units Form self-driven, holacratic work team Centralize governance Increase regional control Outsource parts of business model Move operation to low cost location 41 33 31 31 27 26 22 21 20 20 15 % W H A T A C T I V I T I E S H A V E B E E N P L A N N E D I N T H E N E X T 2 Y E A R S ORGANIZATION W ILL BE REDESIGNED FOR SPEED, AGILITY AND ADAPTABILITY A DC E B C B A D EF G H O W T H I N G S W O R K Shared values and culture Transparent goals and projects Free flow of information and feedback People rewarded for their skills and abilities not position Source (1) : Global Human Capital Trend, Deloitte, 2017 structured, hierarchical network of team T H I N G S W E R E T H I N G S A R E
  56. 56. © 2017 TAS Consulting Partner I All Rights Reserved WORKFORCE ALREADY INCLUDE EMPLOYEE ON AND OFF BALANCE SHEET AS W ELL AS MACHINES FTE Part-time Outsource Full Timer Partnership Borrowed Open source Machine H O W T H I N G S W O R K Think the job in the context of tasks Explore workforce planning that include all talent segments Collaborate across function to plan new workforce solution Understand and invest in developing critical human skill Source (3) : Global Human Capital Trend, Deloitte, 2015, 2016, 2017 Full-time employee Augmented by crowdsAugmented by technologies Source (1): Asia AI Agenda, MIT Technology Review, 2016 Source (2) : a Future that Works: Automation, Employment and Productivity, Mckinsey, 2017 YES 71 % will AI and robotics lead to substantial job losses in Asia over the next five year A I L E A D T O J O B L O S S E S ? I M P A C T T O R O L E O F H R ? HR will be tasked with managing overall productivity, and therefore both man and machine 66 HR will keep managing only people % 100 TechnicalAutomationPotential 100Share of roles (820 =100%)0 less than 5 % of all occupations can be automated entirely using demonstrated technologies about 60 % have at least 30 %t of constituent activities that could be automated. I N F A C T T H I N G S W E R E T H I N G S A R E
  57. 57. © 2017 TAS Consulting Partner I All Rights Reserved NEW TECHNOLOGIES AND EVOLUTION OF CANDIDATE BEHAVIORS CHANGE THE WAY RECRUITMENT W ILL BE Advertising Physical Process Employer Brand Digital Experience Feel the labor market is 62% C o m p a n y 86% R e c r u i t e r Source : (1) 2016 Recruiter & Employer Sentiment Survey, MRI Network, 2016 Source : (2) Global Recruiting Trend 2017, LinkedIn Talent Solution, 2017 H O W T H I N G S W O R K Utilize social media to get more accurate picture of candidate Optimize technology to make process fast ,easy and….fun Segment team and process Make employer brand a priority Create end-to-end integration Track metrics across each stage of funnel Social media outreach Automated e-mail Landing pads Retargeting ads Campus/internship Communities Network events Blog Gamification Top award list reach attract B U T U N D E R - I N V E S T I N I T C A N D I D A T E D R I V E N 8 8 30 8 22 17 9 Job boards ads Recruitment agency costs Employment branding Employer referral Recruiting technologies Recruitment events Others L E A D E R S D O A P P R E C I A T E I M P A C T S O F E M P L O Y M E N T B R A N D I N G 80% YES T H I N G S W E R E T H I N G S A R E
  58. 58. © 2017 TAS Consulting Partner I All Rights Reserved TECHNOLOGY IS NOT NEW TO LEARNING BUT INCREASING CONTENT CREATION AND ACCESSIBILIT Y H O W T H I N G S W O R K self controlled and driven collective intelligence half-life of learned skills manager’s push L&D create content learned skill last very long at the pace of learning at speed of business as learner as curator informal continuous micro-learning find & select add extra share Use analytic and trends to articulate business needs apply variety of approach particularly visual learning Learn what relevant, filter out what is not Use social media to create learning community E X C E P T I O N A L & R E L E V A N T E X P E R I E N C E Learning is engaging through an exceptional and relevant learning experience Source : Learning in the Digital Age, Capgemini, 2017 T H I N G S W E R E T H I N G S A R E P E R S O N A L I Z E D & S E L F - D I R E C T E D Learning is empowering, personalized and self-directed U B I Q U I T O U S & O N - D E M A N D Learning is ubiquitous, just-in-time, on-demand and in context B A L A N C E D B L E N D Learning is a balanced blend of social, experiential, informal and formal approaches H Y P E R C O N N E C T E D Learning is hyperconnected through analytics everywhere C O N T I N O U S Learning is continuous based on inquiry, exploring and doing L E A R N I N G I N T H E D I G I T A L A G E Behaviorism Cognitivism constructivism connectivism
  59. 59. © 2017 TAS Consulting Partner I All Rights Reserved THE WAY W E W ORK HAS CHANGED,SO DOES PERFORMANCE MANAGEME NT – BUT HOW FAR W E DO? T O R A T E O R N O T T O R A T E ? N U M B E R O F W O R D S ? F O R C E D R A N K I N G S O R N O T ? Source (1) : Global Human Capital Trend, Deloitte 2017 Source (2) Global Talent Trends Study, Mercer, 2017 T O R E D E S I G N O R N O T ? 79% of executive rate the need to redesign performance management as “high priority” comparing to 71% three years ago 79% 61% 61% of organization eliminated performance rating last year or are planning to do so this year. 75% 75% replaced numerical rating with descriptions or are planning to do so this year. 39% 39% of companies that either add or removed forced ranking in 2016 are now planning to reverse their decision in 2017 H O W T H I N G S W O R K annual complicated backward ranked ongoing multi-views qualitative forward Promotion Horizontal move Development Pay & Reward Flexible Deploy analytic Easy integration continuous, faster, collaborative process Forward enhancement and development Increased focus on team achievement Use qualitative data to rank not force Many contribute to evaluation T H I N G S W E R E T H I N G S A R E
  60. 60. © 2017 TAS Consulting Partner I All Rights Reserved H O W T H I N G S W O R K IQ Intelligence Quotient EQ Emotional Quotient + a n d . . . DQ Digital Quotient T H E A C T I O N S O F A N A G I L E L E A D E R LEADERS IN DISRUPTIVE ENVIRONMENT NEED A NEW SET OF QUALITY IN ADDITION TO IQ AND EQ H y p e r A w a r e n e s s I n f o r m e d D e c i s i o n M a k i n g F a s t E x e c u t i o n S l o w d r i v i n g W r o n g d i r e c t i o n C a r e l e s s D r i v i n g A d a p t a b l e E n g a g e H u m b l e V i s i o n a r y Rethink the leadership model and design Embrace reverse coaching & mentoring between “native” & “migrant” Foster design thinking, experiment and immersion Use learning partnership to internalize new skill . T H I N G S W E R E T H I N G S A R E Source (1) : Global Human Capital Trend, Deloitte 2017 Source (2) : Redefining Leadership for a Digital Age, IMD, 2017 Source (3) : Six Strategies for Successful Digital Leadership Development, ATD, 2016 Accountability Partners Peer who learn together, share experiences and discuss challenges & goal. Learning Partner Boss, mentor, coach, peer, etc. who help providing idea and insight from experiences. Digital Investor Digital Pioneer Digital Transform er
  61. 61. © 2017 TAS Consulting Partner I All Rights Reserved CAREER PATH IN DIGITAL ECONOMY INCLINE TOWARD GROW TH-BASED THAN PROMOTION -BASED T H I N G S W E R E T H I N G S A R ET H E C H A N G I N G N A T U R E O F C A R E E R Length of career Tenure in a job Half-life of learned skill 54 . 57 0 years H O W T H I N G S W O R K Build culture of internal mobility Review job architecture Articulate qualifications required Invest time in nurturing network Promote life-long learning Design career experience to address paint point with minimum touch points Life expectancy 1 0 0 T O D A Y ’ S C A R E E R F A I L E M P L O Y E R A N D E M P L O Y E E 75% 70% Employee dissatisfied with future career opportunity Likelihood organization will face capability shortage 9 6 3 2010 2011 2012 2013 2014 Entry level Mid level Senior level CXO, GM A V E R A G E T E N U R E I N P O S I T O N 30% Source (1) : Global Human Capital Trend, Deloitte 2017 Source (2) The New Path Forward, Creating Compelling Careers for Employees and Organizations, CEB, 2016 Promotion-based career culture Growth-based career culture Longer-runs The lack of movement means they often fail to get the broad range of development opportunities Steeper Rises Taking bigger and broader responsibility when promotion do occurs mean traumatic transaction if unprepared Derailm ent #1 Derailm ent #2 continuous learning opportunity discovery
  62. 62. © 2017 TAS Consulting Partner I All Rights Reserved GO BEYOND NARROW FOCUS ON ENGAGEMENT TO PERSONALIZAT ION OF EMPLOYEE EXPERIENCE T H I N G S W E R E applying training performance separation rewardonboarding E M P L O Y E E E X P E R I E N C E A T W O R K O U T C O M E S Work Performance Discretion Effort Retention T H I N G S A R E joining leaving E M P L O Y E E E X P E R I E N C E Belonging Purpose Achievement Happiness Vigor W O R K P L A C E P R A C T I C E S Organization Trust Coworker Relationships Meaningful Work Recognition,Feedback,Growth Empowerment, Voice Work – Life Balance L E A D E R S H I P Intent Behaviors Actions Source : The Employee Experience Index, IBM / Work-Human Research Institute,2016 H O W T H I N G S W O R K Make it a priority as business drivers Listen regularly to the voice Designate ownership to leaders Embrace design thinking Consider experience for the entire workforce Optimize technologies to personalize experience EmployeeExperience Employee Engagement A p a t h e t i c F r u s t r a t e d C o n t e n t e d P a s s i o n a t eH HL
  63. 63. © 2017 TAS Consulting Partner I All Rights Reserved www.tas-consultingpartner.com www.pixabay.com tas@tas-consultingpartner.com THANK YOU All information contained in this presentation has been produced base on publicly available information from various sources. Should you have any comment to make regarding topic presented and their content, please contact © 2017 TAS Consulting Partner I All Rights Reserved

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