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Digital Disruption: Embracing the Future of Work

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While the effects of digital disruption on business and operating models are familiar territory, the impact on the workforce could be the Achilles’ heel of organizations seeking to be digital. There is a window of opportunity to take advantage of digital disruption. Our global research shows executives and employees are well aligned on the benefits of being digital.

Business leaders need to act on their strategies, adjust their workforce skill sets, and prioritize the workforce changes that will fast-forward their digital journey. Find out why it is time to capitalize on the positivity of the workforce.

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Digital Disruption: Embracing the Future of Work

  1. 1. Digital disruption: Embrace the future of work and your people will embrace it with you
  2. 2. Copyright © 2016 Accenture All rights reserved. 2 While the effects of digital disruption on business and operating models are familiar territory, the impact on the workforce could be the Achilles’ heel of organizations seeking to be digital. Our research shows executives and employees are well aligned on the benefits of being digital. Workforce of the future A window of opportunity to take advantage of digital disruption of business leaders expect their organizations to be a digital business in the next three years.* 82% of business leaders say a lack of digital skills and capabilities is a key barrier to transformation.* 43% *Source: Accenture Strategy executive research on being digital 2015
  3. 3. Copyright © 2016 Accenture All rights reserved. 3 Time to capitalize on the positivity of the employees Preparing the digital workforce Time to capitalize on the positivity of the employees Business leaders need to act on their strategies, adjust their workforce skill sets and prioritize the workforce changes that will fast-forward their digital journey. • Right mind-set, wrong focus? • Right strategy, wrong skills? • Right priorities, wrong journey? Copyright © 2016 Accenture All rights reserved. 3
  4. 4. Copyright © 2016 Accenture All rights reserved. 4 Right mind-set, wrong focus? Recognizing the benefits of digital is not the same as being digital How to: Experiment, integrate new digital technologies into processes to simplify, automate and augment brain and brawn. While the effects of digital disruption on business and operating models are familiar territory, the impact on the workforce could be the Achilles’ heel of organizations seeking to be digital. Our research shows executives and employees are well aligned on the benefits of being digital. * * * Business leaders expect to see improvements across a wide range of factors from adopting digital technologies, driven by: • A variety of technologies and tools (e.g. 3D interfaces and virtual reality) • Cognitive assistants and artificial intelligence (e.g. robots) • The Internet of Things (IoT) *Source: Accenture Strategy executive research on being digital 2015
  5. 5. Copyright © 2016 Accenture All rights reserved. 5 Right strategy, wrong skills? It is not a matter of when organizations will be digital, but how How to: Embrace the broader ecosystem, partner with educational institutions and explore new talent pools. of business leaders say they already have a strategy for the management and development of skills and talent in a digital world.* 51% Being digital changes roles and skills: • Automation means workers take on higher value roles (needs data analysis/problem-solving skills) • Foundational skills will be in high demand (needs communication/business acumen skills) • Jobs are being created with specialized skill sets (new roles needed such as digital copywriters, scrum masters in IT or digital product managers) *Source: Accenture Strategy executive research on being digital 2015
  6. 6. Copyright © 2016 Accenture All rights reserved. 6 Right priorities, wrong journey? Moving to a digital ecosystem affects the workforce in a variety of ways Business leaders say they are well prepared to transition to a digital business with respect to:* How to: Business leaders need to breed a culture of feedback and innovation, pushing out decision-making to the edges of the organization. Nearly all business leaders recognize the importance of taking action now to transition their workforce to succeed in the digital economy, yet: • Lack of leadership and vision is cited as one of the main challenges to being digital • Less than one-third feel ready to make the changes in leadership and management practices to adapt to digital *Source: Accenture Strategy executive research on being digital 2015 Organization of work Recruitment of digital skills and capabilities Changing the skill and job mix of the workforce
  7. 7. Copyright © 2016 Accenture All rights reserved. 7 Capitalizing on employee positivity Our research shows employees are far from being a barrier to digital progress of employees say their organization has the workforce skills and capabilities to adapt to digital.* 62% of employees say they are proactively learning new digital and technical skills.* 71% of employees say digital will improve their job prospects.* 57% Employees are not only aware that digital will improve their work experiences and job prospects, but are proactively seeking the skills they need to suit the demands of a digital business. • Employees believe digital brings improvements • Employees are actively seeking digital skills • Employees are aware of the speed of change *Source: Accenture Strategy employee research on being digital 2015
  8. 8. Copyright © 2016 Accenture All rights reserved. 8 Where next? Practical ways to achieve the workforce of the future Keep the following factors in mind: • Align your workforce and HR strategy with the business • Start experimenting with more flexible and agile ways of working using proven digital technologies and tools • Define the digital skills gap within the workforce • Develop required digital competencies within the workforce • Foster leadership behaviours that fuel a digital culture 8
  9. 9. Copyright © 2016 Accenture All rights reserved. 9 About the research From February-August 2015, Accenture Strategy interviewed 925 business leaders in the Australia, Brazil, China, India, Japan, the United States and the European Union. We wanted to understand how business leaders and policy makers can take advantage of digital technologies to accelerate growth and competitiveness. In addition, we sought the views of more than 9,000 employees in Australia, Brazil, China, India, Japan, the United States and the European Union—on the impact of digital technologies on the future of work. Stay Connected Follow Us www.twitter.com/AccentureStrat Connect With Us www.linkedin.com/company/accenture-strategy
  10. 10. Copyright © 2016 Accenture All rights reserved. 10 Learn more at: www.accenture.com/DigitalDisruptionWorkforce About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. About Accenture Strategy Accenture Strategy operates at the intersection of business and technology. We bring together our capabilities in business, technology, operations and function strategy to help our clients envision and execute industry-specific strategies that support enterprise wide transformation. Our focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership help drive both efficiencies and growth. For more information, follow @AccentureStrat or visit www.accenture.com/strategy.

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