The document discusses major trends impacting organizational and IT employee initiatives in 2019 and beyond. Key themes covered include the changing role of HR, skills revolutions and reskilling/upskilling employees, new organizational structures blending human and robotic workforces, and the transition to data-centric organizations. New workplace models are emerging around remote working, communities, and digital/physical workspace designs. Technologies like automation, AI, and cloud computing are empowering employees and changing how work gets done.

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Organizational
& IT Employee
Initiatives
STKI Summit 2019

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Main Themes
2019
for HR
HR TODAY
01 What are the
responsibilities of HR
department today
NEW TECHNOLOGIES
05Automation optimizes
and empowers
employees’ work
03
NEW ORGANIZATION STRUCTURE
Blended teams in Human-
Robotic workforce,
redefining roles
07IT STRUCTURE
DESIGN
06
FUTURE WORKPLACE
Changes in the digital and
physical workplace,
communities
04
SKILLS REVOLUTION
Reskill & Upskill, the
demand for soft skills
02
HR V2
The new HR persona, skills
and responsibilities
08IT BUDGET TRENDS

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Wind of Change
TALENT
SCARCITY
Lack of talents
and skills
EMPLOYEE
EXPECTATION &
DRIVERS
Employees are
looking for
interests and
purpose
DEMOGRAPHIC
CHANGES
Open talent
world, longer
life quality &
expectancy
LEARNING
MODELS
Continuous
learning model,
skills demand
TECHNOLOGY &
DATA
Proven and
mature
technologies

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HR today HR 2.0
In a parallel world..

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Communicate
Performance
Hiring
Engagement
Operation
Recruiting
Training Rewards
Career
Development
Workforce
planning
Today
Labor
Law
Wellness
CultureSafety

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Manage the new
Human-Robotic
workforce
HR automation
specialist
Employee and
candidate
experience
specialist
Organization and
Methods
Organizational
psychologist
HR data scientist/
HR technology
officer
Performance &
career coach
Strengthening the
organizational
culture
HR V2.0

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WAY
WHERE
WHO
The
WWW
Changes

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The way we work

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Everything
as a
Service
Crowd
sourcing
Vetted global
community
GIG
economy
Freelancers
DATA Centric Organizational Structure
Team 1
Xshore
Integrators
Different sourcing
models
Unbounded Enterprise
Team 2
On/off-
premise
Part
jobs
Team extension
New technologies require new
skills.
The biggest challenge is to
obtain new talent quick enough
and to keep him in the
organization culture

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“Spotify model”
Squad Squad Squad Squad

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Dynamic cross-enterprise teams
Understand the “Squads Model” principles and consider
whether it can fit your organization

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GIG Economy
By 2028, 73% of all
departments will have
remote workers, with
33% of full-time
employees working
remotely.” Upwork
“59% of U.S. companies
are now using flexible
work forces to some
degree – remote workers
and freelancers”. Upwork
73%
59%

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So now Human Workforce working alongside
their Digital Counterparts
Digital Workforce Manager
NEW JOB ALERT

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Communities

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Where we work

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The new physical workspace

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Work-life balance to the extreme
Looking for: Art Lead, a Cook, HRIS Analyst, Data Analyst, Developers..

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Digital Workplace
Source: 2018 state of the digital workplace report
Culture
Leadership
Practices & Outcomes
Employee
Experiences
Technology
& Platform

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Humans empowered by
AI can do more
Better
Decisions
Making
More
Productivity
More
Creativity
Better
Human
Skills
Physical
Robotics
NLP
AI

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RPA in HR
Employee onboarding
100% automation
10 X faster processing
100% scalable
85% faster
processing
0 error rates
HR internal controls
Internal controls
replacement of
90 processes
HR = mountains of paperwork by manual
work and long waiting times

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Who will work

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Image Source: https://www.technologycityinc.com/what-generation-am-i-in
1940+

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The Skills Revolution
65%
“of CEOs expect that people
skills will have a strong
impact on their businesses
over the next several
years.” IBM

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EDUCATION WORK RETIRE
Mom’s Algorithm / The 3 Stages Model

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Jobs
Life
The career path has changed: We will no longer look for a
lifelong career, but rather seek for mini careers with different
specialties and new desires to fulfill

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Jobs
Life
The career path has changed: We will no longer look for a
lifelong career, but rather seek for mini careers with different
specialties and new desires to fulfill

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Continuous Learning Model

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RESKILL
UPSKILL
REFINE YOUR EXSITINGS
SKILLS, ALWAYS STAY UP
TO DATE
ACQUIRE NEW SKILLS
TO DO A DIFFERENT JOB

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Automate
HireRetrain/
Reskill
3 options for every skill gap:
To cater this issue, map your
organization’s skills needs and
resources. Then for every job role
decide: Build, Buy or Automate.

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COMMUNICATION
EMOTIONAL
INTELLIGENCE
CREATIVITY,
ORIGINALITY &
INITIATIVE
FLEXIBILITY & COMPLEX
PROBLEM-SOLVING
LEADERSHIP & SOCIAL
INFLUENCE
ADAPTABLE
PUBLIC SPEAKING
& PRESENTATION
ATTENTION TO DETAILS
STORYTELLING NEGOTIATION
The rise of the Soft Skills

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The “Polymath” / “Homo-Adaptus”

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Employee Engagement
Drivers
LEADERSHIP
2
INTEREST
3
EMPLOYEE
VALUE
PROPOSTION
8
STRENGHTENING
OF SKILLS &
KNOWLEDGE7
CAREER
DEVELOPMENT5
ENABLING
INFRASTRUCTURE6
AUTONOMOUS
4
1REWARDS &
RECOGNITION

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Employee
Engagement
““The extent to which
employees feel passionate
about their jobs, are
committed to the
organization, and put
discretionary effort into
their work” source: Custom Insight
SAY
”Say” positive things
about the organization
STAY
Intend to “stay” at the
organization
Strive
“Strive” to give the best
efforts they can to help the
organization succeed

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Do you have the
right team, with
the right skills
and the right
structure?
Ask yourself this question- if the answer is “No”,
then act. Don’t wait till it’s too late..

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Payroll Sales Call center
Software Software Software
Infra Infra Infra
Developers Developers Developers
Users Users Users
Silo Silo Silo
Application Centric Computing
(systems of transactions)
Customer Facing Computing
(systems of engagement)
DATA Centric Computing
(systems of decisions)
(Once again) We’re in the midst of TRANSITION
Digital
(forced)
Transformation
Automation
Revolution
(Preemptive)

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IT monopoly era
Technology is only in IT
Decisions are made only by IT
IT purchase and IT development
budget are managed only by IT
Application Centric IT

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Marketing
Application Centric Organizational Siloed Structure
CEO
CFO
Silo
ERP
Developers
Infra
Software
Businessrequirements
Finance
VP
Call Center
Developers
Infra
Software
Sales
VP
LMS
Developers
Infra
Software
HR
CMO
CRM
Developers
Infra
Software
Marketing
Silo Silo Silo
Safe, reliable IT service
One dimension (silo-based) specialization
Efficiency and control
Business only defined requirements
‫מטה‬ - Office of the CIO
Align IT to the business
Make a holistic view on business demands
OCIO as an order taker
Silos
OCIO
OCIO was born
CXO
New Silo
Developers
Infra
Software
Twin
department

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75%
Run the
Business
25%
Innovate
Application Centric Organization – IT Budget
Learn from the Past
to predict the Future
Based on previous year,
easy to predict, siloed IT budget Cost reduction &
efficiency
5% efficiency compare to last
year
Maintenance of new projects -
20% of the project’s cost
2018 + X% = 2019
Budget

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IT as a
technology shop
Customer Centric IT

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Customer Centric (Digital Transformation)
Organizational Structure
Marketing
CEO
VP
Call Center
Developers
Infra
Software
Sales
VP
LMS
Developers
Infra
Software
HR
Silo Silo
CMO
CRM
Developers
Infra
Software
Marketing
Silo
CXO
Digital
New exciting stuff
Developers
Infra
Software
Agile
Cool IT
BRM
was bornOCIO
Bi Modal IT
One traditional IT – Silos, Waterfall, Tech depth
One digital IT – Teams, Agile, SaaS
‫מטה‬ - Business Relationship Manager
Better CX for new IT clients
Cross-organizational new projects
Customer-facing projects:
Web/ mobile/ social media/ e-commerce/ marketing
Business-IT
translator
BRM

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Customer Centric (Digital Transformation) IT Budget
InnovateIT Budget
40%
Cost Reduction &
efficiency
Customer facing
projects uncertainty
60%
Run the
Business
Run the
Business
Run the
Business
Many new tech,
small projectsInnovate
IT budget and strategic planning process
are too slow, inaccurate, and high resource
demanding for agile reality:
• Annual budget – not relevant
• Poor ability of pricing new tech projects – buffers
• Demand and portfolio mng are complex, high
resources demanding, mostly manual and excel
based processes
Once the budget is approved, changes are made -
AND it's a good thing!

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All traditional KPIs must be changed!!!
IT will continue to measure project’s time/ cost/ scope
As long as management continue to require it
Outcome-driven (Agile) ProjectsTraditional Projects (Waterfall)
FixedEstimated
PartofContractFlexible
VALUE
DRIVEN
Scope
Costs Time
Business value VS Outdated KPIs
PLAN
DRIVEN
Scope
Costs Time
False sense of control
focus on reporting
Constantly changing scope of work
Product has o clear definition of what has to be delivered.
Customer needs evolve over time, and products must evolve
accordingly

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Project vs Product
Task orientation Value orientation
It’s a different
mind set
PMO – integration between LoB, developers and management Product manager - responsible for product success

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Outcome
Driven
Innovation
Design
Thinking
LEAN
AGILEDevOps
Innovation team Design team Product team
Tech teamsEverybody
So many different
methodologies & tools
and still something is missing
Outcome Driven Development
(NO to features/ YES to outcomes)
It's not enough to develop SW faster, Agile
development alone can’t bring the
real change, which the organization needs
(without management support and LoB full involvement)

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DevOps
01 02
03
04
05
Deploy &
implement
Define requirements
based on customer
metrics
Design system & test
outcomes with
customer metricsAgile development
& test with
outcome metrics
JOB TO BE
DONE
DESIGN
PRODUCT
PROTOTYPE
& TEST
DEVELOP THE
PRODUCT
FRUITION
Outcome-Driven
Development® Product
strategy
Problem
definition
Product
prototype
Deploy
ment
Maintain
Implementation
& Training
TIM Methodology®
Define market/
product strategy
based on unmet needs
Managing IT as a
Product

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Co-Creation:
Business, IT, Robotic Mix
Outcome driven development:
TIM methodology
Organization as ONE ENTITY
blurring the lines between IT, LoB,
and operations
ALL ENTERPRISES go from:
Silos to fluid structures
Project to Product
Waterfall to Agile
Implementation to DevOps
Product 1
Product 2
Product 3
DATA Centric Organization

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DATA Centric Organizational Structure
Fluid environment
Silo 1
Silo 2
Robot team
Silo 3
Team 1 Team 2
• Task-oriented, multi-disciplinary teams
• Human & robotic workforce blend
• Business - integral part of the team
• Small team means transparency and
different type of people –
change adoption, ongoing learning, self driven…
• Different sourcing model!
How do you manage nearsite QA in task-oriented team?

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Everything
as a
Service
Crowd
sourcing
Vetted global
community
GIG
economy
Freelancers
DATA Centric Organizational Structure
Team 1
Xshore
Integrators
Different sourcing
models
Unbounded Enterprise
Team 2
On/off-
premise
Part
jobs
Team extension
New technologies require new
skills.
The biggest challenge is to
obtain new talent quick enough
and to keep him in the
organization culture

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From Business/IT Translator To Product Success Facilitator
BRM/ OCIO/ PMO
Business
IT
Business
requirements
‫הגדרת‬
‫דרישות‬
In reality of continuous planning, product
evolvement, DevOps, etc.
BRM might become a bottleneck - a bureaucratic
station in a middle of the flow
Product centric delivery
Product
Success
Facilitator
Product manager is carrying a flag of product story:
• assembling a product team with the right blend of skills
• outcome measurement
• product life cycle –teams can be changed
• ongoing funding issues

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DATA Centric – IT Budget
Run the
Business
IT Budget
40%
Unknown tech/
new business
models complexity
“Cost +” model – no idea
how much eventually the
project will cost
60%
Inno
vate
Innovate
Innovate
Run the
Business
How to build the IT budget in an unpredictable future?
New options due to
cloud offering/ SaaS
• Data centric IT will work with
more flexible budget / Budget
baskets
• Release mng – enables real
time changes
• Changes approved real time
by the team, (business is part
of the team)
What is the AI project ROI?

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how best to
capitalize on
new
technology
XaaS
Fruition and EX
Teams extension
Product centric delivery
DevOps
Fluid org structures
Co-creation
environment (Teams)
Continuous planning
Outcome-Driven
Development
Automation
AI/ ML/ RPA
Data-driven
Cloud and Anything-as-a-
Service (XaaS) solutions
Ongoing coaching &
training
Quickly obtain new talent
to fulfill the needs of new
technologies
DevOps and other formal
agile methodologies
Cross-functional teams
Enterprise as one
entity
Continuous planning
and delivery models
ODI Journey based
on TIM methodology
Margin opportunities
driven by automation
Govern data to create
customer value without
stepping over privacy
concerns & destroying
trust
IT Organization re-Design
in every possible aspect

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G A L I T F E I N
N E W T E C H & I T G
S E N I O R A N A L Y S T
THANK YOU!
L I AT T SA F I R
S E N I O R A N A L Y S T
STKI