Nearly every sector is globalized--although the scope and impact may be different
Unleashing potential of Global Talent
Changing Nature of Work and Its location
Three categories of work:
Transformational – from raw materials to products
Transactional – structured/codified
Tacit – requiring judgment, growing 3x faster than other categories
McKinsey study – cited in Economist Oct 2006
Offshoring began with highly structured work that could be handed off fairly easily. 24-hour work cycle made possible by pervasive connectivity
Semi-structured and Unstructured work requires more careful synchronization and collaboration in a virtual environment…with cultural and time zone differences
What are different ways of classifying task collaboration?
… .How do different types of work affect the choice of technology, process, de-construction of task
Global Talent Management is about deconstructing work…and putting it back together again….
Example Case: PTC Solutions Centers
PTC sells software products that support 3-dimensional design: Pro-Engineer and Windchill that helps manage documents related to the product
The Windchill product is a web based software product that supports the document management process associated with complex product development and implementation. While PTC is primarily a product company selling software, an increasing amount of revenue (currently 25%) is now derived from the services support activities associated with the sale and implementation of the product within client sites.
Current Support Services
65% of support service engineers come from the field organization and are used mostly on-site in various global locations
20% of support service engineers are drawn from the company’s centralized Solution Centers in Poland, India, Pennsylvania and China. Mostly work off site to support clients
15% of support services engineers are subcontractors.
Example of Talent Management-PTC Solution Centers
Solution Centers staffing
10% Senior consultants
Field Offices staffing
40% Senior consultants
The Talent Management Challenge for Services Engineers
Match the right talent to the job so that customer satisfaction remains high
Access best available talent pools
Minimize use of subcontractors
Avoid gaps and gluts of service professionals
Rethinking the problem
Can we rethink the current offering of the service support work?
Can it be deconstructed to make better use of solution center resources?
Can service support be delivered to customers in a different and more cost effective way with e-learning resources, on-line support?
Can we identify the specific tasks involved and model them in a workforce management system using constraint programming to yield better forecasting capability?
Design an Experiment #1-Using Supply Chain Theory
Identify the specific tasks required to deliver the consulting support to Windchill customers
De-construct the work as currently done and chunk it across lowest cost resources (within constraints)
Examine the processes used to synchronize/coordinate the service support
What have we learned?
Work can be taken apart…but can it be put back together again?
Unleashing Talent in a virtual world…Challenges
What are the challenges of synchronizing collaboration virtually?
What about the path for Talent Development and growth?
What about issues of pay scale, fairness, promotion?
How do customers react?
Design an Experiment #2-Design Learning Objects for customers
As in the first example, identify the specific knowledge or learning objects that must be transferred to customers to make them successful
Can we design these learning objects into the application of Windchill so as to provide customers with just in time learning?
What have we learned?
What are the challenges of “just in time” learning?
Can some consulting support be replaced by on-line learning modules?
How much can be replaced without impairing customer satisfaction?
Can customer satisfaction be improved?
Are there other methods of delivery and support we should be testing?
Global work is more than call centers and cost arbitrage
We have just seen the tip of the iceberg when it comes to global work...
It’s more than locating (and relocating) call centers to low-cost areas.
It’s more than looking for cost-arbitrage.
It’s about designing next generation work processes that create sustained value.
Let’s develop ways we can work together in this initiative…