What makes millennials different from the rest of the generations? Why, if it is a matter of youth, has it caused a stir within the organizations? The millennial generation will represent 75% of the workforce by 2030. Forbes It is always more important to focus on the strengths and potentials of people according to their generation, than to mark and perpetuate generational stereotypes. Work with meaning and purpose is equally important for everyone regardless of age. It is very important to make known from the company, the purpose of the same, It is necessary to adopt the mentality of the millennial (digital native), in order to respond to the future of work, since it will require agility, be digital, use the latest in social media and technology, as well as being inclusive to receive the diversity of cultures. in the organization, because every day we will be more multicultural, diverse in age and global. In summary, the millennial seeks the following: Flexibility at work. Culture focused on mentoring. Constant communication with Senior Management.

1. Maximizing the potential of millennials in a
competitive digital era
Gustavo Acosta
Global Practice Manager Director at Softtek
Twitter: @GJAL72

3. Industrial Revolutions
I II III
1800
Hydropower and
fossil
Steam Machine (1803)
1890 – 1910
Electric energy
Mass Production
Electricity (1891)
1960 – 1970
Telecommunications
Programmable Logic
Programmable Logic (1969)

4. The Gap
1956
5 MB
1,000 Kg
$3,200 / Month
2017
16 GB
2.3 x 0.8 x0.4 pulgadas
$12.33
OR
1 TB
$ 95.66

5. The Gap
$3500
Vs
$500

6. ROBOTS
3D
CLOUD
AR
IOT
BIG DATA

7. We didn’t think digital,
because we weren’t born
that way, we had to learn"
karenann terrell, CIO Wal-Mart Stores

8. Most people worry robots will replace human jobs, just not
their own

9. Did not exist in 2006

10. Time to reach 100 Million customers
75years
4years
2years
1year
1month

11. Digitize or Die

12. Digitize the entertainment
12
130 millones
users
45 millones
users

14. People
BusinessThings
PHYSICAL DIGITAL
PHYGITAL
Source : Gartner

15. Innovation Space
Business Space
(viability)
Technology
Space
(feasebility)
Human
Space
(desinability)
Emotional Innovation Process Innovation
Functional Innovation
Experience
Innovation Space

16. WORKFORCE
IN 2025 3% 22% 75% New
apprenticeships
ATTITUDE
Organizational
Careers
Loyal to
Profession
Digital
Entrepreneurs
Multitaskers
SIGNATURE
PRODUCT
Television
Personal
Computer
Tablet/
Smartphone
3D Printing
COMMUNICATION Telephone E-mail Social Media
Hand-held
devices
ASPIRATION
Job
Security
Work-life
Balance
Freedom and
flexibility
Stability
Generations

17. WHY
MILLENNIALS?

19. SOCI
AL
MEDI
A

20. PROFITS MOVING THROUGH DIGITAL
NATIVES
Lean &
software-intensive
Capital-intensive
Digital
Natives
Traditional
Profit transfer
SHARE OF PROFITS*
1999 2015
17%
69%
31%
83%
Digital natives outperform
traditional companies in
fulfilling the digital promise to
customers and employees

22. INFLUEN
CE
In2025theywillbe75%
oftheworkforceworldwide
15%
arealready
leadingacompany
41%Have made a purchase
from their mobile
58
%Of the online consumers,
are millennials
50%Use their
smartphones
to inform their
opinions while
shopping
Every year they spend
600 billions
In 2020, will be
1.4 trillions
By 2018
Millennials will have more
purchasing power than the “Baby
Boomers”

23. WHAT A MILLENNIAL IS LOOKING FOR?
Flexibility
Organizational Purpose
Professional Development
Work Environment
They want to be formed in:
Technology
Leadership
Conflict
Management
Creativity
Innovation

24. 10 MOST DEMANDED ABILITIES
Today In 2020
1 Resolution of complex problems Resolution of complex problems
2 Coordination with co-workers Critical thinking
3 Personnel management Creativity
4 Critical thinking Personnel management
5 Negotiation Coordination with co-workers
6 Quality control Emotional Intelligence
7 Service oriented Decision making and judgement
8 Decision making and judgement Service oriented
9 Active listening Negotiation
10 Creativity Cognitive flexibility

25. CFO asks CEO: “What
happens if we invest in
developing people and then
they leave us?”
CEO: “What happens if we
don’t, and they stay?”

26. TALK
Source: The McKinsey Engagement by Paul N. Friga

27. MULTI FUNCTIONAL TEAMS

28. The TEAM FOCUS “Rules of Engagement”
28 Source: The McKinsey Engagement by Paul N. Friga (2008)
Talk
• Communicate
constantly
• Listen
attentively
• Separate issues
from people
Evaluate
• Discuss group
dynamics
• Set expectations
and monitor
results
• Develop and
reevaluate a
personal plan
Assist
• Leverage
expertise
• Keep teammates
accountable
• Provide timely
feedback
Motivate
• Identify unique
motivators
• Positively
reinforce
teammates
• Celebrate
achievements
Frame
• Identify the key
question
• Develop the
issue tree
• Formulate
hypotheses
Organize
• Develop a high-
level process
map
• Create a content
map to test
hypotheses
• Design the story
line
Collect
• Design “ghost
charts” to
exhibit
necessary data
• Conduct
meaningful
interviews
• Gather relevant
secondary data
Understand
• Identify the “so
what(s)”
• Think through
the implications
for all
constituents
• Document the
key insight on all
charts
Synthesize
• Obtain input and
ensure buy-in
from client
• Offer specific
recommendatio
ns for
improvement
• Tell a good story
FOCUSTEAM

29. TEAM: Interpersonal Interaction
29 Source: The McKinsey Engagement by Paul N. Friga
Talk Evaluate
Assist Motivate
Evaluate team and
individual
performance
Motivate each
person
appropriately
Talk to each other
strategically
Assist team
members on a
regular basis

30. OUR SECRET FORMULA
INNOVATION
TEAM
GENERATI
ON X
LEADER
SPECIALISTS
MILLENNIA
LS
X -
MILLENNIAL
90%
MILLENNIAL
S
LEADER
GENERATIO
N X

31. PERFOR
MANCE
MGT Source: The McKinsey Engagement by Paul N. Friga

32. Thank You
/gustavoacosta
gustavo.acosta@softtek.com
@GJAL72