Keynote of Frankly Partners CDO Roope Ruotsalainen in the Aalto Executive Education seminar "Leadership in Digital Era - Managing your Transformation".

1. FINLAND / SINGAPORE / POLAND / SOUTH KOREA / IRAN / TAIWAN / CHINA / INDONESIA / SWEDEN / RUSSIA/ THEBALTICS
in the Crossfire of Employee
Experience and Competence Gap
Human in Transformation
Roope Ruotsalainen
ChiefDigital Officer, Partner
Frankly Partners

2. Prologue
New requirements
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3. Labor market
becomes more
polarized.
Higher demand for digital skills.
Less work for middle managers and
administration.
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4. And different expectations: job
security is important, but
continuous learning
guarantees career security.
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New generation with
new digital skills.

5. All rights reserved © Frankly Partners 2016MIT
Digitalization
sets new requirements.
But it is worth to adapt.
Digitally advanced
businesses are 9% - 25%
more profitable than their
average industry
competitors.

6. It takes two to tango.
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FEARJOY
PROFIT
Employee experience Competence gap

7. First fix
From employee
brand to
employee
experience
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8. All rights reserved © Frankly Partners 2016
Highest performing businesses
are driven by higher purpose.
1. Creating employee experience 2.
Higher purpose

9. All rights reserved © Frankly Partners 2016
Employees who are likely to
remain longest share their
organization’s values, and
are more satisfied with its
sense of purpose and
support of professional
development.
Percent satisfied with each
aspect/describes their organization
Deloitte
1. Creating employee experience 2.
Higher purpose
Most satisfied employees
are driven by higher purpose.

10. Create value
proposition for the
employees.
What is the purpose
that resonates with them?
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INFORMATION IS
GLOBAL
FOCUS ON
CUSTOMER
DELIVER
EXCELLENCY
DEMOCRACY
ON WEB WORKS
EXCELLENT IN
ONE, INSTEAD OF
MEDIOCRE IN MANY
FAST IS BETTER
THAN SLOW
SERIOUS WITHOUT SUIT
MOBILE
GLOBAL
AGILE
DON’T BE EVIL
LOCAL
DESIRED VALUE
CURRENT PERCEIVED
IMPACT OF TOPIC
1. Creating employee experience 2.
Higher purpose

11. When employees are scarcity, they
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1. Creating employee experience 2.
Evolving career
Hence, in digital business the employee intake is tightening
spiral dive. Higher requirements, less skills, faster speed.
expect to advance
their careers fast.

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“Our competence
development program costs
too much, what happens
if they leave?”
“Imagine what happens,
if we don’t develop their
competences, and they stay?”
1. Creating employee experience 2.
Evolving career

13. Best employee experience is human.
From human to human.
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1. Creating employee experience 2.
Human to human

14. Second fix
Bridging the
competence gap
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15. All rights reserved © Frankly Partners 2016
Different phases of digitalization require different competences
BABY STEPS
Digital channels in
sales and marketing
HYPE
Innovations
in products,
experimenting
services
SERIOUSNESS
Business impact
of digitalization
DETERMINATION
Priority in strategy
planning and C-suite
NEW RISE
New extinctionofsilos,
integrated everywhere
- Digital competence
development
- Big data, human
understanding, privacy
- Digital business initiative
portfolio optimization
- Experimentingand
testing
- Online/mobile data
and optimization
- Digital marketing
communication
- In-depthleadershipof
partner network
- Lean or agile product /
service development
- Marketingautomation
- Evaluatingbusiness
critical digital skills
- Data driven leadership
- Change management
- Fast pace career
planning
- Transparencyand
sharing
- High tempo testing
- Cannibalization

16. Data driven leadership delivers results.
Like it or not.
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WHERE COMPETITIVE ADVANTAGE HAS BEEN ACHIEVED AS A RESULT OF DATA-DRIVEN MARKETING
— BY STAGE OF DEVELOPMENT
2. Bridging competence gap1.
New leadership

17. Most of the times, the gap is human, not data.
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DATA VISUALIZATION,
REPORTING
ANALYSIS
RECOMMENDATION
ACTION
2. Bridging competence gap1.
New leadership

18. Enablers of the change are universal.
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VISION COMPETENCES INCENTIVES RESOURCES PLAN CHANGE+ + + + =
COMPETENCES INCENTIVES RESOURCES PLAN CONFUSION+ + + + =
VISION INCENTIVES RESOURCES PLAN ANXIETY+ + + + =
VISION COMPETENCES RESOURCES PLAN SLOW CHANGE+ + + + =
VISION COMPETENCES INCENTIVES PLAN FRUSTRATION+ + + + =
VISION COMPETENCES INCENTIVES RESOURCES WRONG DIRECTION+ + + + =
2. Bridging competence gap1.
New leadership

19. Bridging the
competence
gap requires
new team
compositions.
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What is the new composition
in your industry? Where does
your innovation happen?
2. Bridging competence gap1.
New skills
Art director Copywriter Creative
technologist
Visual
mathematician

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2. Bridging competence gap1.
Bold management
Finally, if the top managementis not brave enough to
cannibalize oneself,
turbulence of disruption will help closing the business.

21. Growth happens in crossfire.
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FEARJOY
PROFIT
Employee experience Competence gap
Roope Ruotsalainen
Chief Digital Officer
Frankly Partners
roope.ruotsalainen@franklypartners.fi
mob. +358 40 735 5557