ACMP 2015 Brown Y, Y, Y - cdn.ymaws.com · To understand the challenge of complexity and...

Y, Y, Y...X...or is it Millenials...

boom(ers) or bust

KERRY BROWN, VP USER ADOPTION, SAP

Are you ready for the future of work?

The nature of work is radically changing, driven by:

Business leaders must take ac;on to prepare their organiza;on and adapt to this shi>ing environment.

• Technological advancements • Shi3ing demographic pa6erns • Transi7on to knowledge-‐based economies • Increasing pressure for innova7on

#ACMP2015 © 2015 Associa;on For Change Management Professionals. 2

55,,440000 People; 22,,770000 execu1ves and 22,,770000 employees conducted by Oxford Economics

Oxford Economics, The 2020 Workforce, 2014

Global 27-country twin surveys


To understand the challenge of complexity and leadership’s role, SAP and Knowledge@Wharton polled 692 leaders and team members worldwide about their views on business simplifica;on today —

and in the future.

Simplfying the Future of Work Survey


Forces Shaping the Future of Work

Globaliza7on

Demographics

BY 2020: global access to markets and talent will reshape business

BY 2020: five genera7ons will be working side-‐by-‐side in organiza7ons

BY 2020: social media will connect employees, customers, and partners for immediate communica7on

Social Web


Technological change

The expanding reach of compu;ng, mobile, cloud, and connected technologies is rapidly changing the way we live and work.

Average ;me Americans spend daily on social media1

40 minutes

Projected number of smartphones used worldwide in 20143

1.75 billion

Number of ac;ve Facebook users2

1.39 billion

Number of worldwide mobile devices that are smart devices4

54% in 2018

88% in 2013

96% in 2018 Mobile data traffic origina;ng from smart devices5

1. “The Average American Spends 40 Minutes a Day on Facebook,” NBC News, July 24, 2014. 2. Facebook Newsroom, December 31, 2014. 3. “Worldwide Mobile Phone Users: H1 2014 Forecast and Compara;ve Es;mates,” eMarketer, January 2014. 4. “Cisco VNI Global Mobile Data Forecast Update (2013 – 2018),” Cisco, February 5, 2014. 5. Ibid.

21% in 2013


Accelerating globalization

6. Linda Yueh, “The Rise of the Global Middle Class,” BBC News, June 18, 2013. 7. Pedro Olinto, et. al., “The State of the Poor: Where Are The Poor, Where Is Extreme Poverty Harder to End, and What Is the Current Profile of the World’s Poor?,” The World Bank, October 2013.

Size of Asia’s middle class by 2020, triple that of 20096

1.7billion

in 19907

43.1% 20.6% Global rate of extreme

poverty in 2013 down from


Shifting demographics

8. “Gen Y Women in the Workplace,” BPW Founda;on. 9. Christopher J. Dwyer, “The Future of Con;ngent Workforce Management Webinar Recap,” DCR Workforce Blog, January 5, 2015. 10. Linda Yueh, “The Rise of the Global Middle Class,” BBC News, June 18, 2013.

Millennials will comprise

75% of the global workforce by 20258

of the world’s workforce will be con;ngent workers by the end of 20179

45% Nearly

people are entering the middle class for the first ;me.10

5 billion Approximately


Focus on employee engagement

11. “State of the American Workplace,” Gallup. 2013.

Yet, only

13% of employees

worldwide are ac;vely

Keeping your workforce engaged is cri7cal for business growth and success.

9

engaged in work11


4400%% execu;ves worry that their organiza7ons will not keep pace with technology change and lose their compe;;ve edge.

McKinsey study, 2013

”

“

10.2% or US$237 billion* of profits is lost by top 200 global companies due to hidden costs of complexity.

*Global Simplicity Index, 2013

So What?


Workforce Shift

By 2020, up to 50% of the workforce will be Millennials

77 million Boomers are exiting the workforce What is

your plan?


The 2020 Workplace

The 2020 Workplace: How Innova;ve Companies Anract, Develop, and Keep Tomorrow’s Employees Today


Globalization Changes the World

Financial Times Loca7on of Global 500 Headquarters – Top 15

Country 2005 2006 2007 2008 2009 2010 2005 to 2010

change United States 219 197 184 169 181 139 -‐37% Japan 43 60 49 39 49 71 UK 33 36 41 35 32 31 China 8 11 16 35 43 46 475% Canada 22 22 23 24 27 11 -‐50% France 28 30 32 31 23 39 Germany 19 19 20 22 20 37 95% Australia 8 8 11 11 14 8 Spain 9 8 12 14 13 10 India 5 4 8 13 10 8 60% Switzerland 12 11 12 12 10 15 Brazil 5 8 7 11 9 7 40% Netherlands 9 8 10 8 8 13 Italy 12 11 8 7 7 11 -‐8% Russia 4 8 8 13 6 6


Current Generations in US

<1946 <1964 <1976 <1997 1997-?

90m

70m

50m

30m

10m

BA

BY

BO

OM

ER

S

GE

NE

RAT

ION

X

MIL

LEN

NIA

LS

GE

N 2

020

TRA

DIT

ION

ALI

STS

???

5 ge

nera

tions

Meister & Willyerd, Harvard Business Review, May 2010 #ACMP2015 © 2015 Associa;on For Change Management Professionals 14

0% 20% 40% 60%

Baby Boomers

Genera7on X

Millennials

Genera7on 2020

Tradi7onalists

45%

0

8%

22000055 UUSS

25%

23%

Meister & Willyerd, Harvard Business Review, May 2010

Baby Boomers

Genera7on X

Millennials

Genera7on 2020

Tradi7onalists

22001100 UUSS

0

4% -‐4%

22%

38% -‐7%

36% +11%

0% 20% 40% 60%


Baby Boomers

Genera7on X

Millennials

Genera7on 2020

Tradi7onalists

22001155 UUSS

21%

1%

31% -‐7%

45% +11%

3% -‐1%

0% 20% 40% 60%


Baby Boomers

Genera7on X

Millennials

Genera7on 2020

Tradi7onalists

22002200 UUSS

20%

22% -‐9%

50% +6%

1%

7% +6%

0% 20% 40% 60%


5 Things Millennials Want …

From a boss: 1. Will help me navigate my career path 2. Will give me straight feedback 3. Will mentor and coach me 4. Will sponsor me for formal development

programs 5.  Is comfortable with flexible schedules Meister & Willyerd, Harvard Business Review, May 2010


5 Things Millennials Want …

From Their Next Organiza7on: 1. Will develop my skills for the future 2.  Has strong values 3.  Offers customizable op7ons in my benefits

and reward package 4.  Allows me to blend work with the rest of my

life 5.  Offers a clear career path



The #1 Way Millennials Want to Learn is Mentoring


Cisco’s Social Media Survey of Millennials

• 2/3 will ask about social media during job interview • 56% will not take a job from a company that bans social media, or they will work around the ban • 1/3 priori;ze social media access and mobility device freedom over salary • 41% say their company marketed their social access device and social media policy to recruit them • 68% believe corporate devices should be used for social media and personal use • 50% would rather lose their wallet or purse than smart phone • 70% believe being in an office is unnecessary

hnp://www.cisco.com/en/US/netsol/ns1120/index.html


Smartphones Not a Luxury for Millennials!


Email Is So Yesterday!

The age they go to school/work


Millennials Around the World Are Connected: Autocracies Are In Trouble

”Twi6er is huge for me; I get most of my news on Twi6er”—and yet is also an extraordinary exemplar of a new order of poli7cal opera7ve and advocate. Through her tweets and Facebook posts, she has sought to evoke, in real 7me, the experience of the protests. “These are our weapons,” she says, brandishing her smartphone.

Vanity Fair, April 2011

Gigi Ibrahim, 24, ci;zen journalist in Cairo


107 Trillion eMails in 2010

89.1 % Were Spam


8 Billion Texts Sent…

Every day #ACMP2015 © 2015 Associa;on For Change Management Professionals. 27

25 Billion Tweets

700 Million on Facebook

70% Outside US


4 Billion YouTube Videos Watched … A Day

On Average, almost 400 Videos Watched … A Month

35 Hours of Video Uploaded … A Minute


92 % of US children have an online presence …

By two years old.

72% in Western Europe

AVG, October 2010


What Does It Mean for You?


Me?

The World is Changing

Consumer user experience is the new standard for learning, sharing, teaching…


Employees need and want more

The skills they have now will be what’s needed in 3

years

Their company is able to give them the training they

need

50% 34%


51% We are more

merit-driven than tenure-driven 43%

When a senior person leaves we tend to fill the role

from within the organization

37% Long-term loyalty

and retention is an important part of our talent

strategy

31% We plan for

succession and continuity in

key roles

Organizations struggle to develop a learning culture


45% of respondents believe leaders will have access to all informa7on through self-‐service tools in the next three years14

17% of leaders access informa;on through self-‐service tools to support quicker decision making today14

Learning Supports Simplification


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©  2015 SAP SE or an SAP affiliate company. All rights reserved.

New Learning Culture…!


Learning 360

Me Open

Personalized

Accredited

Social Crowdsourced

Enhanced

Available

Accelerated


39 ©  2014 SAP SE or an SAP affiliate company. All rights reserved. ©  2015 SAP SE or an SAP affiliate company. All rights reserved.

The Future of Work Is Simple

Simplification Engagement and Leadership


40 ©  2014 SAP SE or an SAP affiliate company. All rights reserved. 40 ©  2015 SAP SE or an SAP affiliate company. All rights reserved.




41 ©  2014 SAP SE or an SAP affiliate company. All rights reserved. 41 ©  2015 SAP SE or an SAP affiliate company. All rights reserved.




"Whosoever desires constant success must change his conduct with the ;mes"

Niccolo Machiavelli

"Whosoever desires constant success must change his conduct with the ;mes."

Questions and answers


Workshop outline

• Review the demographics shi>s ahead: basis 2020 Workplace, Karie Willyerd and Jeannie Meister • Discuss the landscape of your organiza;on and plan for the road ahead •  Share strategies, lessons and considera;ons for now, mid and longer term •  Explore the trends and impacts on change and learning based on consumeriza;on of technology into day-‐to-‐day life/workplaec and changing demographics

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