IDC study commissioned by Microsoft predicts Artificial Intelligence (AI) will double the rate of innovation improvements and improve employee productivity gains by 1.5 times in New Zealand by 2021
The Multi-Channel Workforce: Transforming the Way Work Gets DoneSAP Fieldglass
In the fast-paced digital economy, organizations who can be agile have the advantage. The more nimble a company is, the better it can respond to competitive threats and pivot to capitalize on new opportunities. As a result, the way businesses operate is changing. Today, organizations rely on many sources of talent beyond their full-time employees – from contingent workers to Statement of Work-based consultants, freelancers to gig workers and beyond.
At SAP Fieldglass, we refer to this as the multi-channel workforce.
Engaging the multi-channel workforce allows companies to access critical skills, scale up and down to meet demand and increase speed to value. So to be successful, they need to be able to deploy these resources quickly and manage them effectively.
This is where SAP Fieldglass comes in. Our platform helps customers find, source and strategically manage their multi-channel workforce. It easily connects them with millions of resources around the globe and helps them answer critical questions including:
• Who is working for you?
• What are their skills? And what are they doing?
• Where are they located?
• Which facilities and systems are they accessing?
• How much are you paying them?
View the slideshare to learn how today’s multi-channel workforce is helping companies be more agile, strategic and resourceful in their use of external talent.
Insights into non-payroll workers | SAP FieldglassSAP Fieldglass
How much do you know about your non-payroll workers?
Only 31% of executives are highly informed about the quality of work done by their non-payroll workers. That is just one finding from SAP Fieldglass’ latest global research study with Oxford Economics.
To get work done, organizations increasingly turn to non-payroll workers such as independent contractors, freelancers and temporary staff. Non-payroll workers account for a major share of total workforce spend. Yet many organizations under-manage them, preventing them from reaching their full potential, as well as putting their organizations at risk.
View the SlideShare to discover four key actions organizations can take to unlock more value from their non-payroll workers and mitigate risk. The SlideShare also looks at Pacesetters – organizations that excel in managing non-payroll workers – and shows how their strong management capabilities pay off in superior business results.
About the research
SAP Fieldglass collaborated with Oxford Economics to survey 1,050 senior executives in 24 industries across 21 countries about their use and management of the external workforce. One-third of respondents are C-suite leaders, including Chief Procurement Officers and Chief HR Officers. From a qualitative perspective, Oxford Economics also conducted in-depth interviews with multiple executives to capture their insights and reactions to the survey findings.
The Nintex Platform is Easy-to-use, Powerful and Complete to manage, automate and optimize your processes.
Manage processes by discovering, mapping and sharing across process participants and owners.
This often leads to opportunities for process automation. Many processes involve the capture of information and our forms capability provides an ease-to-use, responsive design experience, often eliminating paper forms. With advanced workflow capabilities you can quickly design powerful applications using advanced logic and rules to eliminate manual work. Nintex RPA drives speed by automating those mundane, repetitive tasks. Since many processes involve the need to generate a document we have a DocGen offering to automatically create documents from both unstructured and structured data sources. With Nintex Sign powered by Adobe Sign you can easily integrate eSign into your signature-based workflows for total automation.
Once you have been managing and automating processes, imagine the amount of information available on how your business is operating. Leveraging Nintex Analytics you are able to get process intelligence allowing you to monitor, analyze and improve your business.
With the Nintex platform our customers and partners value our extensibility, using pre-built connecters as well as leveraging our Xtensions to build powerful bi-directional connectors to orchestrate processes across any systems in your organization.
Combining the power of Nintex with our customer success and vast partner network it is easy to see why our customers are so successful.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
A skills-based approach to employment creates a more equitable job market for all. In this deck, learn how your organization can become a skills-based employer by posting positions that reflect the skills you need, selecting candidates based on their skills, and helping incumbent employees develop new skills.
View related videos:
Welcome to the Future of HCM https://www.youtube.com/watch?v=lpuYpJWD58k
The Multi-Channel Workforce: Transforming the Way Work Gets DoneSAP Fieldglass
In the fast-paced digital economy, organizations who can be agile have the advantage. The more nimble a company is, the better it can respond to competitive threats and pivot to capitalize on new opportunities. As a result, the way businesses operate is changing. Today, organizations rely on many sources of talent beyond their full-time employees – from contingent workers to Statement of Work-based consultants, freelancers to gig workers and beyond.
At SAP Fieldglass, we refer to this as the multi-channel workforce.
Engaging the multi-channel workforce allows companies to access critical skills, scale up and down to meet demand and increase speed to value. So to be successful, they need to be able to deploy these resources quickly and manage them effectively.
This is where SAP Fieldglass comes in. Our platform helps customers find, source and strategically manage their multi-channel workforce. It easily connects them with millions of resources around the globe and helps them answer critical questions including:
• Who is working for you?
• What are their skills? And what are they doing?
• Where are they located?
• Which facilities and systems are they accessing?
• How much are you paying them?
View the slideshare to learn how today’s multi-channel workforce is helping companies be more agile, strategic and resourceful in their use of external talent.
Insights into non-payroll workers | SAP FieldglassSAP Fieldglass
How much do you know about your non-payroll workers?
Only 31% of executives are highly informed about the quality of work done by their non-payroll workers. That is just one finding from SAP Fieldglass’ latest global research study with Oxford Economics.
To get work done, organizations increasingly turn to non-payroll workers such as independent contractors, freelancers and temporary staff. Non-payroll workers account for a major share of total workforce spend. Yet many organizations under-manage them, preventing them from reaching their full potential, as well as putting their organizations at risk.
View the SlideShare to discover four key actions organizations can take to unlock more value from their non-payroll workers and mitigate risk. The SlideShare also looks at Pacesetters – organizations that excel in managing non-payroll workers – and shows how their strong management capabilities pay off in superior business results.
About the research
SAP Fieldglass collaborated with Oxford Economics to survey 1,050 senior executives in 24 industries across 21 countries about their use and management of the external workforce. One-third of respondents are C-suite leaders, including Chief Procurement Officers and Chief HR Officers. From a qualitative perspective, Oxford Economics also conducted in-depth interviews with multiple executives to capture their insights and reactions to the survey findings.
The Nintex Platform is Easy-to-use, Powerful and Complete to manage, automate and optimize your processes.
Manage processes by discovering, mapping and sharing across process participants and owners.
This often leads to opportunities for process automation. Many processes involve the capture of information and our forms capability provides an ease-to-use, responsive design experience, often eliminating paper forms. With advanced workflow capabilities you can quickly design powerful applications using advanced logic and rules to eliminate manual work. Nintex RPA drives speed by automating those mundane, repetitive tasks. Since many processes involve the need to generate a document we have a DocGen offering to automatically create documents from both unstructured and structured data sources. With Nintex Sign powered by Adobe Sign you can easily integrate eSign into your signature-based workflows for total automation.
Once you have been managing and automating processes, imagine the amount of information available on how your business is operating. Leveraging Nintex Analytics you are able to get process intelligence allowing you to monitor, analyze and improve your business.
With the Nintex platform our customers and partners value our extensibility, using pre-built connecters as well as leveraging our Xtensions to build powerful bi-directional connectors to orchestrate processes across any systems in your organization.
Combining the power of Nintex with our customer success and vast partner network it is easy to see why our customers are so successful.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
A skills-based approach to employment creates a more equitable job market for all. In this deck, learn how your organization can become a skills-based employer by posting positions that reflect the skills you need, selecting candidates based on their skills, and helping incumbent employees develop new skills.
View related videos:
Welcome to the Future of HCM https://www.youtube.com/watch?v=lpuYpJWD58k
By building a better workplace for all, your company is in an excellent position to engage top industry talent and increase the bottom line. In this slide deck, learn how Accenture relies on the Workday VIBE Index™ to create and sustain a culture of belonging.
Darwinbox HR is an end-to-end integrated HR system with the core HR processes modules (leaves, attendance, documents), Payroll, Recruitment etc., aid in streamlining activities across the employee lifecycle (Hire to Retire) while keeping them engaged and inspired with new age employee engagement and performance modules.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
How to set up an ai center of excellenceShranik Jain
Recently while exploring the field of "Artificial Intelligence in Organization context" able to create some content around "How Setting up an AI centre of excellence" can provide a leap in the dynamic environment of AI
#mba #organization #artificalintelligence
Are You Equipped to Lead L&D Into the Future?Laura Overton
This presentation explores the new skills required by L&D in a VUCA business world and how to build them. It was delivered by Ruth Stuart, (L&D Research Advisor, CIPD), Laura Overton (MD, Towards Maturity) and Lisa Johnson, (Assistant Director Information Services, Barnardos) at the CIPD L&D Show in London 14th May. It draws on the reports, 'L&D: Evolving Roles, Enhancing Skills' research by CIPD and Towards Maturity and the 2014-15 Towards Maturity Benchmark Report.
www.cipd.co.uk
www.towardsmaturity.org/benchmark
Mind the Gap: State of Employee Engagement 2017Saba Software
Most organizations agree that talent is their most important asset, and the critical importance of developing, engaging and retaining employees is nothing new to HR leaders. But the results of Saba’s 2017 State of Employee Engagement Survey reveal that most businesses are not in tune with their employees. For example, nearly two-thirds of employees don’t believe they have an effective platform to engage with the business and share their input. Just 22% of employees say their organizations are very effective in providing easy access to training and development. And over half of employees feel performance reviews are ineffective when it comes to improving their personal performance.
All Hands on Deck: Leveraging IT Relationships to Build ResilienceWorkday, Inc.
When it comes to navigating change, a good relationship between IT and finance is critical. Now, it’s more important than ever.
View this deck with Ventana Research and SMB Group to explore the opportunities available when you adapt to change—building strong relationships, leveraging technology, and improving business across the board.
How to build an it transformation roadmapInnesGerrard
An estimated 80 percent of #businesses will need to transform their current IT efforts to keep up with new business expectations and technological developments. These include investments such as cloud computing, IoT and BigData projects.
Brandon Hall Group: A New Approach to Managing TalentSaba Software
As you already know, performance reviews have been standard business practice for decades. Yet, only a meager few have figured out how to garner real value from it.
It’s time to seriously reconsider traditional approaches and reinvent your performance review process. The most successful companies have evolved from appraising past performance to developing future potential. How did they do it? Join this live webinar to learn their secrets.
In this session, Brandon Hall Group’s VP and Principal Analyst Talent Management Practice will:
Explore today’s performance management drivers, challenges and philosophies
Share their proprietary framework for transforming to a new approach
Present the business value of adopting the new approach
Describe success levers of the new approach
Offer examples of how to put the new approach into practice
Remote Implementation with PwC and Workday: Strategies to Ensure a Successful...Workday, Inc.
Deployments can be challenging, especially in times of great change, so it helps to hear from the experts. Get best practices and strategies for remote deployment from PwC in this webinar replay and discover how customers are getting the most value out of their Workday investment.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
Creating Belonging and Diversity in the Workplace with VIBE™Workday, Inc.
Creating a more diverse, welcoming, and equitable workplace is good for your employees and organization alike. View this webinar replay to see how Workday can help you achieve your goals by developing, engaging, and retaining diverse talent and creating a more inclusive experience.
2018 was a big, impactful, breakout year full of growth for us at Darwinbox.
We almost doubled in size, bagged some hefty awards, solved a stack of HR problems with technology, added a few more glossy feathers (clients) to our cap, made some big bets on product, events and team members - and learned a hell lot.
So to honour this incredible year, and gather for a little celebration, we’ve put together some of the favourite things we did in 2018. Read more - https://bit.ly/2R7fCoG
TOOLKIT: Templates for Powerpoint, Excel Tools & Spreadsheet TemplatesAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Toolkit including 100+ Templates for Powerpoint, Excel Tools & Spreadsheet Templates| Created By ex-McKinsey & Deloitte Consultants.
Are you ready to reimagine enterprise learning? This slide deck explores Workday Learning, the enterprise-scale platform purpose-built to support the needs of your people while meeting the needs of your business. See for yourself how Workday enables a continuous, personalized, skills-based journey for all learners in a changing world.
Lessons learnt on setting up and scaling an automation CoEMindfields Global
This webinar presentation featuring Mindfields’ Sukalp Sharma and our guest speaker from ANZ Bank, Yann-Walter Dunlop, covers the lessons learnt and best practices for setting up and scaling an Automation Centre of Excellence at an enterprise level.
Relationships Matter: Develop a Productive Employee Referral Program | Talent...LinkedIn Talent Solutions
Referrals can be a highly successful resource for your talent pipeline if you can tap into your employees’ passion. Kara Yarnot of Meritage Talent Solutions, and talent leaders from Owens Corning, Appirio, Sapient Nitro and Cisco share how they have scaled their referral programs to consistently be their #1 source of hire.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
By building a better workplace for all, your company is in an excellent position to engage top industry talent and increase the bottom line. In this slide deck, learn how Accenture relies on the Workday VIBE Index™ to create and sustain a culture of belonging.
Darwinbox HR is an end-to-end integrated HR system with the core HR processes modules (leaves, attendance, documents), Payroll, Recruitment etc., aid in streamlining activities across the employee lifecycle (Hire to Retire) while keeping them engaged and inspired with new age employee engagement and performance modules.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
How to set up an ai center of excellenceShranik Jain
Recently while exploring the field of "Artificial Intelligence in Organization context" able to create some content around "How Setting up an AI centre of excellence" can provide a leap in the dynamic environment of AI
#mba #organization #artificalintelligence
Are You Equipped to Lead L&D Into the Future?Laura Overton
This presentation explores the new skills required by L&D in a VUCA business world and how to build them. It was delivered by Ruth Stuart, (L&D Research Advisor, CIPD), Laura Overton (MD, Towards Maturity) and Lisa Johnson, (Assistant Director Information Services, Barnardos) at the CIPD L&D Show in London 14th May. It draws on the reports, 'L&D: Evolving Roles, Enhancing Skills' research by CIPD and Towards Maturity and the 2014-15 Towards Maturity Benchmark Report.
www.cipd.co.uk
www.towardsmaturity.org/benchmark
Mind the Gap: State of Employee Engagement 2017Saba Software
Most organizations agree that talent is their most important asset, and the critical importance of developing, engaging and retaining employees is nothing new to HR leaders. But the results of Saba’s 2017 State of Employee Engagement Survey reveal that most businesses are not in tune with their employees. For example, nearly two-thirds of employees don’t believe they have an effective platform to engage with the business and share their input. Just 22% of employees say their organizations are very effective in providing easy access to training and development. And over half of employees feel performance reviews are ineffective when it comes to improving their personal performance.
All Hands on Deck: Leveraging IT Relationships to Build ResilienceWorkday, Inc.
When it comes to navigating change, a good relationship between IT and finance is critical. Now, it’s more important than ever.
View this deck with Ventana Research and SMB Group to explore the opportunities available when you adapt to change—building strong relationships, leveraging technology, and improving business across the board.
How to build an it transformation roadmapInnesGerrard
An estimated 80 percent of #businesses will need to transform their current IT efforts to keep up with new business expectations and technological developments. These include investments such as cloud computing, IoT and BigData projects.
Brandon Hall Group: A New Approach to Managing TalentSaba Software
As you already know, performance reviews have been standard business practice for decades. Yet, only a meager few have figured out how to garner real value from it.
It’s time to seriously reconsider traditional approaches and reinvent your performance review process. The most successful companies have evolved from appraising past performance to developing future potential. How did they do it? Join this live webinar to learn their secrets.
In this session, Brandon Hall Group’s VP and Principal Analyst Talent Management Practice will:
Explore today’s performance management drivers, challenges and philosophies
Share their proprietary framework for transforming to a new approach
Present the business value of adopting the new approach
Describe success levers of the new approach
Offer examples of how to put the new approach into practice
Remote Implementation with PwC and Workday: Strategies to Ensure a Successful...Workday, Inc.
Deployments can be challenging, especially in times of great change, so it helps to hear from the experts. Get best practices and strategies for remote deployment from PwC in this webinar replay and discover how customers are getting the most value out of their Workday investment.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
Creating Belonging and Diversity in the Workplace with VIBE™Workday, Inc.
Creating a more diverse, welcoming, and equitable workplace is good for your employees and organization alike. View this webinar replay to see how Workday can help you achieve your goals by developing, engaging, and retaining diverse talent and creating a more inclusive experience.
2018 was a big, impactful, breakout year full of growth for us at Darwinbox.
We almost doubled in size, bagged some hefty awards, solved a stack of HR problems with technology, added a few more glossy feathers (clients) to our cap, made some big bets on product, events and team members - and learned a hell lot.
So to honour this incredible year, and gather for a little celebration, we’ve put together some of the favourite things we did in 2018. Read more - https://bit.ly/2R7fCoG
TOOLKIT: Templates for Powerpoint, Excel Tools & Spreadsheet TemplatesAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Toolkit including 100+ Templates for Powerpoint, Excel Tools & Spreadsheet Templates| Created By ex-McKinsey & Deloitte Consultants.
Are you ready to reimagine enterprise learning? This slide deck explores Workday Learning, the enterprise-scale platform purpose-built to support the needs of your people while meeting the needs of your business. See for yourself how Workday enables a continuous, personalized, skills-based journey for all learners in a changing world.
Lessons learnt on setting up and scaling an automation CoEMindfields Global
This webinar presentation featuring Mindfields’ Sukalp Sharma and our guest speaker from ANZ Bank, Yann-Walter Dunlop, covers the lessons learnt and best practices for setting up and scaling an Automation Centre of Excellence at an enterprise level.
Relationships Matter: Develop a Productive Employee Referral Program | Talent...LinkedIn Talent Solutions
Referrals can be a highly successful resource for your talent pipeline if you can tap into your employees’ passion. Kara Yarnot of Meritage Talent Solutions, and talent leaders from Owens Corning, Appirio, Sapient Nitro and Cisco share how they have scaled their referral programs to consistently be their #1 source of hire.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Unleashing the Power of Analytics: Driving Performance at the Intersection of...Human Capital Media
Performance analytics is a data-driven approach used to optimize how organizations manage and deploy learning and development that supports execution of business strategy. How are learning organizations today using data? How do they define and determine relevant analytics? Is there a critical shortage of analytics skills in the learning function? What outcomes are organizations realizing from their efforts when deploying performance analytics to drive learning and development (L&D)? Finally, how do we link learning analytics and business analytics to produce performance data that really deliver results?
In this session, we will share the results of a proprietary research conducted with hundreds of CLOs , in partnership with Human Capital Media, that delved into these questions… and more. We will shed light on best practices being employed and the challenges for learning leaders.
Learning Objectives:
Identify best practices and gaps in the adoption of analytics by learning organizations
Understand the difference and impact of learning analytics vs Performance analytics
Examine how analytics can transform strategy and outcomes for the learning function
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
» Action Learning jako kluczowy komponent rozwiązania
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
Course5 & Lenovo: Analytics driven Digital Trading DeskCourse5i
We build for organizations the capabilities and intelligence to make the most effective strategic and tactical moves related to customers, markets, and competition
Make Better Talent Decisions with Data and Insights | ConnectIn Singapore 2014LinkedIn Talent Solutions
Hiring and retaining the right talent has become increasingly important in today’s workforce. There is increasing pressure on managers to make the right decision which usually tough. LinkedIn data guru, Nick Carroll, discusses how data can enable managers to make informed decisions more easily.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/19V0QDv
Learn more about LinkedIn Talent Solutions: http://linkd.in/1sDl7Fq
Tweet with @HireOnLinkedIn: http://bit.ly/1e4VFBO
Follow us on SlideShare: http://slidesha.re/17cCRvf
Follow the LinkedIn Talent Solutions page: http://linkd.in/1aS4MXY
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
Determine the organizational structure and design with the help of Organizational Planning PowerPoint Presentation Slides. Showcase various levels of company leadership hierarchy which assist in setting goals, monitoring results, and building a strong company. Utilize our content-ready organization management PPT slide deck and depict the current situation to analyze problem areas and company performance indicators. Effectively discuss the objectives of the management with the present level and target level task responsibilities. You can present an organizational development action plan based on themes like values and culture, people, structure, and system. This business planning PPT slideshow covers processes for the development of organizations with directions and tools to be used. We have also listed management styles with their features and their impact on organization and success rate. Also, management skills training with employees name, goals of training, need for training, and estimated cost. Furthermore, these organizational framework PPT visuals cover topics like leadership and control, communication at the workplace, work culture improvement plan, etc. Also depict the role of HR consulting in redesigning organizational structure, the role of team members, etc. by downloading ready-to-use organization structure PowerPoint infographics. https://bit.ly/3tCGrzG
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
Transforming the Modern PMO- Harnessing AI-Driven Strategic Portfolio Managem...OnePlan Solutions
Dive into this illuminating webinar to discover:
The Contemporary PMO: Explore the dynamic role of the PMO in today’s businesses and the necessity of marrying strategy with practical execution.
Strategic Portfolio Management Demystified: Gain a comprehensive understanding of Strategic Portfolio Management’s core principles, its relevance in the present landscape, and its future trajectory.
OnePlan’s AI-Enabled Advantage: Unpack how OnePlan’s AI-driven Strategic Portfolio, Financial, Resource, and Work Management Platform—integrated with tools like Microsoft Project, Project for the web, Microsoft Planner, Azure DevOps, Jira, Smartsheet, and more—offers a panoramic view of enterprise work. Grasp how this holistic perspective can empower PMOs to make data-driven decisions.
Integration Excellence: Learn the seamless way OnePlan integrates with Microsoft 365, maximizing collaboration, productivity, and strategic alignment across your organization.
Case Studies: Delve into real-life success stories where organizations have capitalized on the combined might of Microsoft 365 and OnePlan to redefine their portfolio management and align with their strategic imperatives.
Similar to IDC Study Commissioned by Microsoft Predicts Impact of Artificial Intelligence (AI) in NZ (20)
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
2. Research Scope
Workers
Business
leaders
Sample Size for all up New Zealand
101 Business Leaders
Respondents Profile
53% C & C-1 ; 47% C-2 level
Organizations Sizes
46% small & mid-sized, 54% large sized
C-level
(i.e. CIO, COO, CEO),
26%
C-1 level
(i.e. VP or Director level
executives), 21%
C-2 level
(i.e. Senior Manager),
53%
<250
employees,
20%
250 – 999
employees ,
34%
>1,000
employees,
46%
Sample Size for all up New Zealand
100 Workers
Respondents Roles
Verticals
6. Q: With the introduction of AI, what is the percentage of additional new innovative products and services your organization expect to produce today and in three years from now?
Asia Pacific Business = N=1605 New Zealand Business = N = 101
22%
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Percentage of new, innovative products and services
organizations produced today
and in three years with the introduction of AI
2.0x
AI will double the rate of innovation
improvements in New Zealand
Today 2021
Existing (BAU)
7. AI will increase the rate of
employee productivity gains in New Zealand
Q: What are your organization’s key drivers for adopting AI-related solutions?
Q: For the top 3 areas above, please indicate the level of improvement seen today and the expected increase in 3 years’ time
Asia Pacific Business = N=1605 New Zealand Business = N = 101
26%
39%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Improved productivity gains among employees today
and in 3 years
1.5x
Today 2021
Existing (BAU)
8. Q: How important is AI to your organization’s competitiveness next 3 years?
New Zealand Business = N = 101
18%
30%
30%
22%
Not important - Largely hype
Somewhat important – Limited use cases in
organizations and industries
Important – Many use cases in
organizations and industries
Very important – Game changer for
organizations and industries
Importance of AI to organization’s
competitiveness in next 3 years
• 82% say that AI is instrumental to organization’s
competitiveness in the next 3 years
21%
41%
Higher competitiveness
Today (2018) 3 Years (2021)
• Organizations with AI in New Zealand expect it to
increase their competitiveness by 2 times in 3 years
2x
AI drives competitive advantages
Q: What are your organization’s key drivers for adopting AI-related solutions?
Q: For the top 3 areas above, please indicate the level of improvement seen
today and the expected increase in 3 years’ time
New Zealand Business with AI = N=52
10. More than 50% of organizations in
New Zealand have started on their AI journeys
Q: Which of the following statements best describes your organization’s view on AI?
New Zealand Business = N = 101
11. 46%
17%
13%
12%
8%
Better Customer Engagements Higher Margins Higher Competitiveness Accelerated Innovation Better Business Intelligence
Q: What are your organization’s key drivers for adopting AI-related solutions? If your organization has not adopted AI-related
solutions, what do you think would be the key drivers that would influence your organization to adopt AI-related solutions?
New Zealand Business with AI = N=52
Top 5 Drivers to Adopt AI
12. Q: What are your organization’s key drivers for adopting AI-related solutions? For the top 3 areas above,
please indicate the level of improvement seen today and the expected increase in 3 years’ time
New Zealand Business with AI = N=52
Business Improvements from AI:
Today and in 3 years
2.2x 2.0x 1.9x 1.8x 1.7x
20% 21% 22%
26%
19%
43%
41% 41%
46%
33%
Accelerated Innovation Higher Competitiveness Better Business Intelligence Better Customer Engagements Higher Margins
Today 3 Years
14. 0
1
2
3
4
AI Readiness Model
Investments
Strategy
Data
CultureInfrastructure
Capabilities
• 1: Does not consider AI as important,
mainly hype
• 4: Considers AI as a game changer, have
made AI core part of strategy
• 1: No investments or minimal spending on AI
initiatives
• 4: Invested to make AI an organization-wide
strategy, increasing every year
• 1: Risk averse, rigid siloes, and top-down
decision-making culture
• 4: Bottom-up innovative culture, empowered
employee for agile and fast decision making;
cross-unit collaboration
• 1: No internal capabilities, neither for AI model
development nor for solution deployment
• 4: Organization-wide data estate running on cloud or
hybrid with AI analytics such as robotic process
automation or natural language processing
• 1: Data is scattered across different
departments and systems with limited
access
• 4: Data is accessible to all business users
through an enterprise data estate with well
managed quality control, access and
governance services
• 1: Standalone data centers with
reliance on Excel as analytics tools
• 4: Data is accessible to all business
users through an enterprise data
estate with well-managed quality
control, access and governance
services
15. 0
1
2
3
4
Asia Pacific’s AI Readiness
Investments
Strategy
2.35
Culture
Infrastructure
Capabilities
Asia Pacific needs to focus on
improving its AI strategy,
capabilities and infrastructure
Data
2.25
2.43
2.47
2.07
2.18
16. AI Readiness: Asia Pacific vs New Zealand
New Zealand is ahead of Asia
Pacific in terms of Investments,
Data and Infrastructure, but is
behind in Culture
Asia Pacific Businesses = N=1605
New Zealand Businesses = N = 101
3.68
2.40
2.94
2.462.49
2.21
Investments
Strategy
CultureInfrastructure
Capabilities
Data
0
1
2
3
4
Asia Pacific
New Zealand
17. AI Readiness: New Zealand vs Leaders in Asia Pacific
New Zealand is ahead of AI
Leaders in Investments, but are
behind in most areas with the
widest gap in Strategy and
Capabilities
New Zealand Businesses = N = 101
Leaders in Asia Pacific= N = 91
0
1
2
3
4
New Zealand
Leaders in Asia Pacific
3.1
3.7
3.2
2.93.1
3.0
Investments
Strategy
CultureInfrastructure
Capabilities
Data
18. Q: Which of the following statements best describes your organization’s view on AI?
Q: Please indicate the level of improvements seen today as a result of your AI deployment/solution.
Followers = N = 1,514 Leaders = N = 91
Who are the AI Leaders in Asia Pacific?
Leaders
6%
Followers
94%
• Incorporated AI into their core
strategy or started to experiment
with AI
• Have experienced higher
improvements of benefits from AI
• Have started to experiment with AI or have not started with AI
• Moderate to low improvements of benefits from AI, or no benefits
19. What Makes an AI Leader Different?
Followers = N = 1,514 Leaders = N = 91
5.4x
4.8x
3.7x
3.6x
3.4x
20. Leaders in Asia Pacific vs Followers
Leaders have a significant edge in all dimensions,
especially in Strategy, Infrastructure and Capabilities.
Q: What are your organization’s key drivers for adopting AI-related solutions? For the top 3 areas above, please indicate the level of improvement seen today and the expected increase in 3
years’ time
Followers = N = 1,514 Leaders = N = 91
0
1
2
3
4
Strategy
Investment
Culture
Capabilities
Infrastructure
Data
Leader Followers
29
16 15
49
32 33
Leader Followers ALL
Benefits experienced from AI (%)
Improvements seen today Improvements expected in 3 years
Today, leaders see 1.8x the benefits from adopting AI.
22. Q: What are the top 3 challenges your organization has faced or is facing in adopting AI-enabled solutions?
New Zealand Businesses = N = 101
Top AI Adoption Challenges in New Zealand:
Leadership, Skills and Knowledge
31%
15%
11%
23. Cultural traits required for AI adoption
are lacking in New Zealand
Q: Which of the following statements best describe your organization's culture and agility? (Choose from scale of 1 to 4, where 1 means that the trait is not seen at all within the
organization and 4 is where the trait is pervasive across the organization)
New Zealand Businesses = N = 101
New Zealand Workers = N = 100
44%
63%
Business Leaders Workers
56% 55%
Business Leaders Workers
45%
60%
Business Leaders Workers
50%
76%
Business Leaders Workers
EMPOWERMENT
Employees are not empowered to
take risks, make decisions
autonomously, and act with speed
and agility
INNOVATION
Leadership does not encourage
employees proactive innovation
GOING BEYOND
Employees do not take on tasks
beyond job description
COLLABORATION
Employees are not encouraged to
partner across vertical, horizontal
functions and roles
24. AI will augment, not displace jobs
Q: How do you think AI will impact the jobs in your organization in the next 3 years?
New Zealand Businesses = N = 101
New Zealand Workers = N = 100
AugmentJobs
Help employees
do their existing
jobs better
Reduce repetitive
routine tasks in
employee jobs
Create new
knowledge-based
jobs for employees
No impact on
employees’ jobs
Take over jobs and
replace employees
35%
32%
16%
5%
12%
36%
19%
7%
30%
8%
Business Leaders Workers
25. 27%
34%
39%
54%
35%
51%
24%
38%
29%
46%
54%
35%
54%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Basic data input and processing
Literacy, numeracy and communication
Creativity
Critical thinking and decision making
Project management
Quantitative, analytical and statistical skills
General equipment operation, mechanical skills
41%
40%
39%
31%
41%
60%
50%
37%
36%
52%
33%
36%
29%
30%
61%
57%
52%
55%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Adaptability and
continuous learning
Communication and negotiation skills
Entrepreneurship and initiative-taking
Intepersonal skills and empathy
Leadership and managing others
Digital skills
IT skills and programming
Scientific research and development
Technology design, engineering and
maintenance
Future Skills by Business Leaders Future Skills by Workers
Skills for an AI Future: New Zealand
Q: Which of these skillsets do you see most commonly available in the workforce today, and which do you think is most needed 3
years from now in the AI-enabled workplace?
New Zealand Businesses = N = 101 New Zealand Workers = N = 100
Numbers rounded up to the nearest %
Skillsets defined here borrowed from the descriptions in the McKinsey Global Institute discussion paper of May 2018 titled Skill Shift: Automation and the future of the workforce
Physical
and
Manual
Skills
Higher
Cognitive
Skills
Basic
Cognitive
Skills
Technological
Skills
Social and
Emotional
Skills
Top Skills Demanded by Business Leaders
26. 27%
34%
39%
54%
35%
51%
24%
38%
29%
46%
54%
35%
54%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Basic data input and processing
Literacy, numeracy and communication
Creativity
Critical thinking and decision making
Project management
Quantitative, analytical and statistical skills
General equipment operation, mechanical skills
41%
40%
39%
31%
41%
60%
50%
37%
36%
52%
33%
36%
29%
30%
61%
57%
52%
55%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Adaptability and
continuous learning
Communication and negotiation skills
Entrepreneurship and initiative-taking
Intepersonal skills and empathy
Leadership and managing others
Digital skills
IT skills and programming
Scientific research and development
Technology design, engineering and
maintenance
Future Skills by Business Leaders Future Skills by Workers
Skills for an AI Future: New Zealand
Q: Which of these skillsets do you see most commonly available in the workforce today, and which do you think is most needed
3 years from now in the AI-enabled workplace?
New Zealand Businesses = N = 101 New Zealand Workers = N = 100
Numbers rounded up to the nearest %
Skillsets defined here borrowed from the descriptions in the McKinsey Global Institute discussion paper of May 2018 titled Skill Shift: Automation and the future of the workforce
Physical
and
Manual
Skills
Higher
Cognitive
Skills
Basic
Cognitive
Skills
Technological
Skills
Social and
Emotional
Skills
Top Skills Demanded by Business LeadersBiggest Difference
27. 41%
40%
39%
31%
41%
60%
50%
37%
36%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Adaptability and
continuous learning
Communication and negotiation skills
Entrepreneurship and initiative-taking
Intepersonal skills and empathy
Leadership and managing others
Digital skills
IT skills and programming
Scientific research and development
Technology design, engineering and
maintenance
Future Skills by Business Leaders
27%
34%
39%
54%
35%
51%
24%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Basic data input and processing
Literacy, numeracy and communication
Creativity
Critical thinking and decision making
Project management
Quantitative, analytical and statistical skills
General equipment operation, mechanical skills
Demand and Supply of Skills in New Zealand:
Today and in 3 years
Q: Which of these skillsets do you see most commonly available in the workforce today, and which do you think is most needed 3 years
from now in the AI-enabled workplace?
Numbers rounded up to the nearest %
New Zealand Businesses = N = 101 New Zealand Workers = N = 100
Skillsets defined here borrowed from the descriptions in the McKinsey Global Institute discussion paper of May 2018 titled Skill Shift: Automation and the future of the workforce
1
3
2
2
Physical
and
Manual
Skills
Higher
Cognitive
Skills
Basic
Cognitive
Skills
Technological
Skills
Social and
Emotional
Skills
Currently available
Supply > DemandDemand > Supply
1
3
28. 13%
38%
49%
Invest more in AI
systems
Evenly on AI systems
& employee skills
Invest more in
employee skills
New Zealand
Good News: Companies are willing to invest in human capital
Bad News: They lack concrete plans
Q: Which area is your organization likely to focus its AI investments?
New Zealand Businesses = N = 101
Q: How is the organization taking steps to help employees acquire AI-
related skills?
28%
39%
25%
8%
No plans at this point
Some plans but not yet implemented
them
Started to implement some of the
plans
Developed and fully implemented a
comprehensive plan
Stage in developing an AI-ready workforce plan
New Zealand
Investment focus
29. Time and Lack of Understanding of Where to Start
are Key Challenges in Reskilling and Retraining
Q (Business): What are the challenges that your employees face in developing or acquiring the necessary skillsets for an AI-enabled workplace?
Q (Workers): What are the challenges that you face in developing or acquiring the necessary skillsets for an AI-enabled workplace?
New Zealand Businesses = N = 101
New Zealand Workers = N = 100
43%
32%
31%
28%
22%
18%
4%
I don’t know what courses to take
There are no suitable training programs
to take
I don’t have enough time
I do not wish to spend the money
I cannot afford the courses
I have no interest
It is too difficult for me to develop new
skills
WORKERS
New Zealand
45%
35%
34%
26%
26%
22%
20%
They don’t have enough time
There are no suitable training programs
for them to take
They do not want to spend the money
They don’t know what courses to take
They have no interest
They cannot afford the courses
It is too difficult for them to develop
new skills
BUSINESS
New Zealand
30. Business Leaders and Workers Have
Similar Views On Reskilling Responsibilities
Q: Who do you expect should help you acquire the skills for an AI-enabled workplace through retraining or upskilling?
New Zealand Businesses = N = 101
New Zealand Workers = N = 100
79%
64%
54%
53%
50%
My company
Educational Institutions
Myself
The industry/trade association
The government
WORKERS
New Zealand
85%
80%
60%
59%
5%
My organization
Educational Institutions
The industry/trade association
The government
Not answered
BUSINESS
New Zealand
31. AI Business School
Enabling an
“AI-ready” culture
Ethical
Implications of AI
in business
AI technology
101 for business
leaders
Defining an AI
strategy
AI Business School is an engaging master class series that will empower business leaders to be successful and
get results from AI:
• Gain specific, practical knowledge to define and implement your AI strategy
• Hear directly from industry experts on how to foster an “AI Ready” culture
• Learn how to use AI responsibly and with confidence
510 4 15 7
Case
studies
Academic
lectures
Practical
guides
Executive
insight videos
Technology
lectures
Top 3 challenges include:
Lack of thought leadership and leadership commitment to invest in AI.
It is important to remember that a change starts with the leadership at the top. And only then it propagates and really reaches the broad organization.
Lack of skills, resources and continuous learning programs
Lack of knowledge on how to deploy and monitor AI solutions
Organizational culture is a challenge for businesses to move forward with their AI journeys.
Approximately half of New Zealand’s organizations & more than half of their employees believe that the cultural traits and behaviors that contribute to AI adoption levels are not pervasive today
Overall, workers are generally more skeptical than business leaders about the cultural readiness
Business leaders need to address a cultural shift
Leaders must now embrace a new culture, where innovation and continuous learning are core components of the organizational culture. It sets the stage for agility, adaptability and growth.
Microsoft’s vision for AI is first and foremost about people. AI advancements mean that millions of people need to transform themselves into the skilled and talented learners that the future needs. AI technology cannot progress without them.
Business leaders need to be empathetic and understand that change can be unsettling. They need to lead with a vision that inspires people in every level of an organization and take responsibility for helping to re-train and reskill their teams, broadening the focus from those who had already got higher skills to encompass a much larger segment of people.
Leaders have a key responsibility to provide a balanced view of AI while making sure that their leadership teams and workforce at large understand that AI is no longer a term from a Sci-Fi movie but rather a business reality.
Good leaders must demystify the term for their workforce. Absolutely, they should acknowledge that AI will lead to some reduction in repetitive and transactional tasks, but at the same time help employees understand the multiple ways in which AI will augment their roles and make many jobs easier to carry out.
This brings us to the very important discussion about AI impact on jobs
There are some public concerns over AI’s impact on jobs. People questioned whether technology will destroy more jobs than it will create.
While of huge importance, these concerns were not shared universally around the world, especially here in Asia Pacific. For example, in nations like Japan and South Korea, where populations are starting to decline, there is better understanding that continuing economic prosperity will require productivity advances from technology to replace a declining supply of human workers. For countries like these, which will grow in number, AI offers a new solution to a societal problem.
The study found that business leaders and workers in Asia Pacific believe that AI will augment jobs, not displace them:
Augmentation
[New Zealand] 67% of business leaders polled feel that AI will augment jobs (either help employees do their existing jobs better or reduce repetitive tasks). 55% of workers feel the same.
New jobs vs replacement
[New Zealand] 16% of business leaders believe that AI will create new jobs, whereas 12% of business leaders are expecting AI to replace jobs.
[New Zealand] 7% of workers believe that AI will create new jobs, while 8% anticipate AI to create new ones, so net-net effect is neutral.
Some workers still do not see impact of AI
[New Zealand] 30% of workers actually do not see any impact of AI on their jobs in the next 3 years (which is 2 times higher than in Asia Pacific), signifying certain lack of awareness, or that they are not proactive in making a change.
As AI systems evolve, we expect that AI advances will create new jobs that didn’t exist before, or that we didn’t even imagine could exist. For example, before the internet was around, no one could have predicted that there would be jobs such as cybersecurity analyst or social media manager
These job market shifts are similar to the changes we’ve seen with other major technological advances, such as the invention of the telephone or the automobile. And like those changes, we expect this shift will require new ways of thinking about skills and training to ensure that workers are prepared for the future and that there is sufficient talent available for critical jobs.
This leads to a conversation about skills needed for AI future
The jobs of today will not be the jobs of tomorrow, and we have already seen demand for software engineering roles expand rapidly beyond just the tech sector.
However, building an AI-ready workforce does not necessarily mean an acute need for technological skills.
Top 3 most required skills in 3 years by business executives in New Zealand: digital skills, critical thinking and decision making, and quantitative, analytical and statistical skills.
<NEXT SLIDE>
+++
In Asia Pacific:
The top 3 future skills business leaders are seeking out for are:
Quantitative, analytical and statistical skills (51%)
Digital skills (51%)
Adaptability and continuous learning (49%)
In addition, business leaders value social and emotional skills much more than workers expect. The biggest gaps in expectations were:
Adaptability and continuous learning (7-pt diff)
Leadership and managing others (7-pt diff)
Communication and negotiation skills (6-pt diff)
Entrepreneurship and initiative taking (6-pt diff)
Interpersonal skills and empathy (5-pt diff)
In fact, workers overestimate the need for programming, engineering, maintenance and R&D skills for an AI future.
Soft skills vs pure technological skills: Overall, business executives believe they need more soft skills than pure technological skills, like, for example, technology design and engineering.
Biggest gaps between Executives and Workers: Leadership and managing others, communication and negotiation skills, and literacy, numeracy and communication.
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When we took a deeper look of the existing demand and supply of skills, we found that:
Business leaders saw that existing supply of 1) General equipment operation, mechanical skills, 2) Literacy, numeracy and communication, and 3) Basic data input and processing, will outstrip demand in 3 years
However, soft skills such as 1) Digital Skills, 2) IT skills and programming, and 3) Scientific research and development will be in shortage in the future
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87% of New Zealand’s businesses prioritize skilling and reskilling of workers in the future. They plan to invest in the human capital evenly or even more compared to investing in technology.
However, 67% of them have yet to implement plans to train their workers
This is especially worrying in New Zealand where 28% of businesses have no plans at the moment, and 39% have some plans that they haven't implemented yet.
The lack of understanding, where to start and strategically allocating time for reskilling are key challenges in today’s retraining and reskilling initiatives.
In New Zealand:
45% of business leaders feel that workers have no time to undergo training; and 31% of workers agree
35% of business leaders feel that there are no suitable training programs for workers to take; 32% of workers agree
Business leaders were more pessimistic that workers were willing to retrain/reskill: business leaders felt that 26% had no interest, while 18% of workers had no interest
In New Zealand,
Majority of business leaders and workers agree that the organization/company and education institutions are responsible for helping reskills for AI
More business leaders believe that education institutions should have a role in reskilling employees for AI
Now let’s dive deeper into how markets and organizations can address the AI opportunity.
We started off the briefing discussing about “tech intensity”.
To be successful in this new world, organizations need to be a fast adopter of best in class technology; and secondly, they need to build their own unique digital capabilities
Three recommendations to embrace tech intensity:
Workforce trained to use technology in a productive manner: The jobs of today will not be the jobs of tomorrow, and already we have seen demand for software engineering roles expand rapidly beyond just the tech sector. Job openings for developers in non-tech industries are growing faster than in the tech industry itself. We must ensure today’s workforce and future generations have the digital skills they will increasingly need.
The study showed that workers today are readier to reskill compared to what their business leaders think of them. (14% of workers think it’s too difficult, versus 20% of business leaders)
Organizations have the responsibility and the urgent need to accelerate reskilling to realize the potential of Tech Intensity
There is also an urgent need to close the skills gap, especially in soft skills development (i.e. adaptability and continuous learning; leadership and entrepreneurship and initiative taking.)
Foster environment that encourages tech intensity: Tech companies must work in collaboration with the industry (including government entities) to ensure the technology that is adopted and built is always trusted.
Broad access to connectivity to empower tools: Without connectivity, adoption of the latest state of the art technology is moot. Today connectivity is extremely variable across nations, and at current rates of adoption, universal Internet access in low-income nations won’t be achieved until 2042.
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