#DBS2016 Cognizant - The Future of Talent
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#DBS2016 Cognizant - The Future of Talent
- 1. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution People—Not Just Machines—Power Digital Innovation The Future of Talent Euan Davis, Center for the Future of Work, EMEA
- 2. © 2016 Cognizant. Confidential and not for distribution This is an era of great head scratching…
- 3. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Companies are competing on “code” – the data and information surrounding people, organizations, and products
- 4. © 2016 Cognizant. Confidential and not for distribution Do we know the new rules for work?
- 5. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Rule 1: Platforms
- 6. © 2016 Cognizant. Confidential and not for distribution6
- 7. © 2016 Cognizant. Confidential and not for distribution
- 8. © 2016 Cognizant. Confidential and not for distribution8
- 9. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Rule 2: Be agile
- 10. © 2016 Cognizant. Confidential and not for distribution10
- 11. © 2016 Cognizant. Confidential and not for distribution11 New agile models needed to drive innovation • Talent clusters are emerging everywhere • Leaders need to reset power and decision making dynamics • Companies are opening up smaller nodes and shrinking footprint
- 12. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Rule 3: Machines
- 13. © 2016 Cognizant. Confidential and not for distribution
- 14. © 2016 Cognizant. Confidential and not for distribution
- 15. © 2016 Cognizant. Confidential and not for distribution These are the new rules for work
- 16. © 2016 Cognizant. Confidential and not for distribution A digital business needs a new master work architecture
- 17. © 2016 Cognizant. Confidential and not for distribution CULTURE POLICIES, PROCESSES & SYSTEMS LOCATION & WORKPLACE DATA & ANALLYTICS SOURCING & RE-SKILLING POWER & DECISION RIGHTS LEADERSHIP Power & Decision Rights How do we reset the dynamics of power and decision-making to unleash digital experimentation? Sourcing & Re-Skilling How do we incubate and nurture clusters of cross-functional talent around a specific customer segment or opportunity? Location & Workplace What does the new workplace look like? How do we orchestrate people and machine tasks to enhance productivity and innovation? Data & Analytics What types of data & analytics capabilities do we need to realize digital value? Policies, Processes & Systems How should we align our policies, processes, and systems to support our digitization efforts? Leadership How do we get our leaders to not just support but actively drive the realization of our digital vision? Culture How do we get our employees to start thinking, feeling, and behaving in ways that make digital a reality? Building a new master work architecture..
- 18. © 2016 Cognizant. Confidential and not for distribution A STORY IN THREE PARTS PLATFORMS, ALGORITHMS, MACHINES… • These are the new rules for knowledge work DRIVING INNOVATION INTO KNOWLEDGE WORK • Cycling innovation faster means more “outside in” thinking BUILDING A NEW MASTER WORK ARCHITECTURE • Work platforms that scale, flex and distribute tasks at a stroke 9 Building a digital business means
- 19. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Rigid approaches to organizational management are giving away to something much more fluid and connected..
- 20. © 2016 Cognizant. Confidential and not for distribution© 2016 Cognizant. Confidential and not for distribution Thank You Euan Davis Center for the Future of Work euan.davis@cognizant.com +44 7884353760
Editor's Notes
- These interdisciplinary teams work best when co-located with our clients and our partners. The benefits are intuitive but this model brings its own challenges, e.g. establishing a physical space conducive to creativity, finding talented individuals Google calls “Smart Creatives,” creating a culture that inspires, and continually feeding the funnel with problems to solve that challenge and invigorate the team.
- Page 9. Software
- These interdisciplinary teams work best when co-located with our clients and our partners. The benefits are intuitive but this model brings its own challenges, e.g. establishing a physical space conducive to creativity, finding talented individuals Google calls “Smart Creatives,” creating a culture that inspires, and continually feeding the funnel with problems to solve that challenge and invigorate the team.