HR Transformation in digital age

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HR Transformation in the digital age

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?

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

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

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

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

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

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

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

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%

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

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

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

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

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

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

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

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

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
VA L U E
AT S TA K E

© 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

© 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

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
%

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

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
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

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

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

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

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

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)

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

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

© 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

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

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

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

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

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

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

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 ”

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

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 )

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

© 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

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

© 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

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

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

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

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

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

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

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

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

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

© 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

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
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

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
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

TECHNOLOGY IS NOT NEW TO LEARNING BUT
INCREASING CONTENT CREATION AND ACCESSIBILIT Y
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
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

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
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

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
.
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

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
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 (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

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
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

www.tas-consultingpartner.com
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tas@tas-consultingpartner.com
THANK YOU
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