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Workplace Disruptions
Journey to Becoming Digital: Digital Maturity Continuum
Mindsets for Becoming Digital: Business Ecosystems
Mindsets for Becoming Digital: Platforms
Practices for Becoming Digital
Key Takeaways
Agenda
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Disruptions in the Workplace
Shifting Demographics
Fluid Labor Markets
New Technologies
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To do this effectively, HR should redefine
how it delivers service & “Become
Digital”
From the Industrial Age to the Digital Age
From the intersection of people,
organizations, and work, HR has a
unique opportunity to lead the transition
to the Digital Age.
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Disruption does not come from technology itself. The true power of new technology comes from:
o Integrating technology into the work
o Transforming the way people use technology to interact & create value
HR can play a leading role in Becoming Digital by:
o Adopting the mindsets associated with ecosystems and platforms
o Implementing practices for becoming digital
Journey to Becoming Digital
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Mindsets for Becoming Digital: Business Ecosystems
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Comprise co-evolving communities of diverse entities that create & capture new value through both collaboration & competition
Bring together individuals, organizations & alliances that are far better prepared to effectively meet market needs than individuals or single organizations alone
Able to create new ways of generating value & spur the development of new business models to capture that value
Share interests, goals & progress that drive mutual benefit
What are
Business
Ecosystems?
Business Ecosystems:
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Example: HCM Technology Ecosystem
Elements & Dynamics of Business Ecosystems
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2017
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Experts move freely throughout the ecosystem
Talent may switch organizations or go freelance
Growth of individuals & teams as they recombine knowledge with others for further innovation
Circulation of talent throughout
the ecosystem
Reducing boundaries within and between
organizations
Rise of the “Open Talent Economy”
Talent is an asset managed as a strategic investment
Talent does not only come from traditional employees but also from contingent & various 3rd-party sources
Business Ecosystems: Potential Implications for HR
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Mindsets for Becoming Digital: Platforms
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Createvalue by facilitating
interactions between external producers &
consumers
Provide infrastructure for
value-creating interactions along
with rules for managing them
effectively
Support the identification & analysis of behaviors and interactions to refine & enhance performance
Focus mainly on interactions that create value, rather than on the products, services, or other outcomes
Platforms: The Interaction Interface of Business Ecosystems
Source: Platform Revolution: How Networked Markets Are Transforming the Economy—and How to Make Them Work for You,Sangeet Paul Choudary, Marshall Van Alstyne, and Geoffrey Parker / W. W. Norton & Company, 2016.
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Attracting both consumers &
producers to the platform to enabling
interactions
Making it easy for participants to interact & encourage exchange of value
Applying information about consumers & producers to bring them together in mutually rewarding ways
Pull
Facilitate
Match1
2
3
Three Core Functions of Platforms: The Interaction Interface of Business Ecosystems
Source: Platform Revolution: How Networked Markets Are Transforming the Economy—and How to Make Them Work for You,Sangeet Paul Choudary, Marshall Van Alstyne, and Geoffrey Parker / W. W. Norton & Company, 2016.
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The Pull Function• Translates directly to employee engagement• The tools we give workers should be ones they want to use &
pull them into the work
The Facilitate Function• Focuses on the interactions between workers • Should make it easy for them to connect and
communicate in a productive exchange
The Match Function• Involves using information from the platform and elsewhere
to bring people together in mutually rewarding ways• May include teams in pursuit of opportunities, in the course
of daily workflows, and addressing challenges as they arise
The Platform Model in HR
Applying the principles behind platforms is critical
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Focus on the workers & their interactions to help
create value for organizations
Provide consumer-grade experiences & tools, social network capabilities & rules to govern interactions
Create, transmit &apply information,
insights &intelligence
Features of HR Platforms
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2Treat the workforce
like customers
3Incorporate people
analytics into everything
Practices for Becoming Digital
1Develop the
organizational culture for Becoming Digital
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Developing the Organizational Culture for Becoming Digital
While culture can vary across organizations, digitally maturing businesses across industries demonstrate common cultural characteristics
1
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Implement “design-thinking”
Partner with customer-facing sales &
marketing teams
Treating the Workforce Like Customers
This represents a significant shift in the way organizations and HR approach the people who create value for business.
2
Develop an “outside-in” perspective on the
workforce
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Incorporating People Analytics into Everything
Data & analytics are core to building a more personalized employee experience—a hallmark of treating the workforce as customers & Becoming Digital
3
Scalability of Data & Analytics
Accessibility of Data
Increasing number of sources for “people data”
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The power of digital technology in the
workplace comes from transforming business, operating, customer
models & their associated processes
To Become Digital, HR should adopt the right
mindsets for:• Ecosystems• Platforms
Develop the organizational
culture for Becoming Digital
Treat the workforce like
customers
Incorporate people analytics into everything
Key Takeaways
Practices to Leverage the Power of Ecosystems & Platforms
We are currently seeking success stories and leading practices to share in our High-Impact HR research in the following areas:
Visionary HR leadership
Applications of social, mobile, analytics, and cloud technology
Workplace innovations and new ways of working
Building a culture of trust
Employee experience
If you have something to share, please contact:
Jeff Mike, VP and HR Research LeaderBersin by Deloitte, Deloitte Consulting LLP
Email: [email protected]
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