Accenture Point of View
March 2016, Terhi Mäkelä
Workforce of the Future
2Copyright © 2016 Accenture All rights reserved.Copyright © 2016 Accenture. All rights reserved. 2
Content
Digital disruption is
happening now
Digital is disrupting
the workforce
Building workforce
of the future
1 2 3
3Copyright © 2016 Accenture All rights reserved.Copyright © 2016 Accenture. All rights reserved. 3
Content
Digital disruption is
happening now
Digital is disrupting
the workforce
Building workforce
of the future
1 2 3
4Copyright © 2016 Accenture All rights reserved.
The ‘Digital & Social Age’ has arrived for all…
People online
1.8b
2.5b
6.5b
7b
$5b
1.5b
People on social media
People and more than
7 billion phones
Mobile subscriptions globally
Value of work performed via online labor
platforms like upWork.com with 9m
freelancers by 2018
Facebook users
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The organization of work is being changed by
technologies that…
Carve up work
into micro-tasks
Dynamically update rapid changes in organizational
structure, roles and accountabilities
Dynamically access any talent inside
or outside the organization
Enable us to do our
jobs anywhere, anytime
Help people communicate
across boundaries
Align people around shared
goals and expertise
Blur the boundaries
between disciplines
New Ways of
Organizing Work
Enable faster learning – to help
people respond to change, take
initiative, and change roles
Better integrate data and
standardize processes
across boundaries
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...leading to the elimination of some jobs and
the creation of new ones
Probability that
computerization will
lead to job losses
within the next two
decades
Source: ‘The Future Of Employment: How Susceptible Are
Jobs To Computerization?’, Frey, C. & Osborne, M. (2013)
Job ProbabilityRecreational therapists 0.003
Dentists 0.004
Clergy 0.008
Foresters 0.0081
Mechanical Engineers 0.011
Chemical Engineers 0.017
Electronics Engineers, Except Computer 0.025
Industrial Engineers 0.029
Nuclear Engineers 0.07
Electrical Engineers 0.1
Chemists 0.1
Mining and Geological Engineers, Including Mining Safety Engineers 0.14
Firefighters 0.17
Forest and Conservation Technicians 0.42
Commercial pilots 0.55
Chemical Technicians 0.57
Power Distributors and Dispatchers 0.64
Paper Goods Machine Setters, Operators, and Tenders 0.67
Chemical Equipment Operators and Tenders 0.76
Word processors and typists 0.81
Power Plant Operators 0.85
Chemical Plant and System Operators 0.85
Earth Drillers, Except Oil and Gas 0.85
Nuclear Technicians 0.85
Forest and Conservation Workers 0.87
Pourers and Casters, Metal 0.87
Retail salespersons 0.92
Nuclear Power Reactor Operators 0.95
Milling and Planning Machine Setters, Operators, and Tenders, Metal and Plastic 0.98
Telemarketers 0.99
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New jobs will likely be created
Jobs of the Future
Drone Driver
Digital Reputation Consultant
Augmented Reality Architect
Chief Experience Officer
Digital Archeologist
Personal Bot Mechanic
Telesurgeon
Narrowcaster
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The Nordic workforce has good prerequisites to
become digital, but there is a call for action now
Source: Accenture Strategy Executive Research 2015, Accenture – Being Digital Employee survey Nordics 2015
The Nordic workforce has already adopted critical factors for digital transformation:
of Nordic
employees14%of global
employees35%…have concerns about robots taking over their jobs.
VS.
Low resistance and fear of digital
evolution in the workplace
High digital adoption among
employees
Low hierarchy with a focus on
collaboration and team work
Nordic companies can take the lead to
realize a truly digital workforce,
but need to take action now
1 2 3
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Content
Digital disruption is
happening now
Digital is disrupting
the workforce
Building workforce
of the future
1 2 3
11Copyright © 2016 Accenture All rights reserved.Copyright © 2016 Accenture. All rights reserved. 11
Is workforce ready for the digital revolution?
“Digital business
models are
redefining the
organization of
work and require a
digital workforce”
“Digital breaks down
silos and hierarchies and
hastens the evolution of
organizations into more
fluid and networked
forms”
“Digital business
models will fail
unless leaders
evolve to become
digital as well”
“Digital technology
democratizes the
workforce,
empowers
employees and
integrates diverse
talent”
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Digital breaks us free from traditional ways
of organizing work
Key metrics
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Of employees believe digital
technologies will impact the
organization of work.
Accenture – Being Digital Employee survey Nordics
2015
82%
Of high-growth companies now use
temporary teams.
Accenture research on business agility 2014
44%
Of energy executives say their
organizations are able to shift
resources very easily to address
emerging or critical needs.
Accenture research on business agility 2014
22%
Recommendations
1. Build an agile operating model
Challenge the hierarchical structures and
silo-based organizations that inhibit
collaborative working behaviors.
2. Enable “just in time teaming”
Facilitate creation of flexible, cross-
functional project teams that can quickly
solve customer and business problems.
3. Utilize extended workforce
Make use of an extended and temporary
workforce and the ecosystem surrounding
the organization in order to tap into an
extended talent pool.
4. Exploit technology to enable workforce
transformation
Endorse change capability and ability to
learn quickly in order to perform well in a
digital work environment.
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Digital organization requires a rethink
of talent strategy
1. Align business and HR strategies
Make talent management a strategic skill for
business leaders, ensure strategic
workforce planning process and fit for
purpose performance management.
2. Close the skills gap
Define the digital skills gap; new skills and
level of competency by job, accelerate
speed to proficiency of critical skills.
3. Attract and retain the next generation
Consider company image and employee
appeal, rethink recruiting strategy and
school collaboration.
Focus on the diversity of talent
Differentiate on talent development and
meet the needs of the technologically savvy
Millennials.
4.
Of business leaders said they
already have a strategy for the
management and development of
skills and talent in a digital world.
Accenture Strategy Executive Research 2015
49%
Of employees expect digital to
transform the way they work in
the next three years.
Accenture Strategy Executive Research 2015
81%
Of C-suite executives surveyed
believe that difficulty of attracting
and retaining talent is the greatest
risk they will face in the next 12
months.
Accenture 2015 CEO Insights and Shattering the
Boundaries of HR 2015
41%
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Key metricsRecommendations
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Leaders need to shift their behavior and
promote a digital culture
1. Drive digital awareness
Undertake digital awareness sessions and
educate leaders in all levels, achieve a digital
presence and become a digital thought leader.
2. Spread the digital word
Identify digital champions to coach others, take
advantage of digitally savvy employees as
reverse mentors.
3. Maintain momentum
Reward a trial and error culture, connect with
innovative companies, set-up innovation Think
Tanks.
4. Secure commitment
Address your own leadership behaviors to
demonstrate commitment to a new culture,
reward desired behaviors.
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62%
Of top-performing companies say
the most important factor to
improve their organization’s agility
is their leadership team.
Leadership imperatives for an agile business,
Accenture 2015
34%
Of business leaders are well
prepared for digital in terms of the
right leadership and management
practices.
Digital leaders: Moving into the fast lane, Accenture
2015
48%
Of high-growth companies say their
leadership team has worked to
incorporate a broader range of
perspectives and skills.
Traits of Truly Agile Businesses, Accenture 2014
Key metricsRecommendations
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Content
Digital disruption is
happening now
Digital is disrupting
the workforce
Building workforce
of the future
1 2 3
16Copyright © 2016 Accenture All rights reserved.
A workforce enabled by digital is a key driver
for long-term competitive advantage
Key benefits to be realized through digital workforce transformation:
Reduced lead
time in
business
cycles
Increased
employee
engagement
Improved
productivity
and results
Increased
innovation and new
possibilities for
employees to grow
Reduced
workforce
costs
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Companies should consider the following
• How do I use leadership
development as a catalyst for
business model innovation
and growth?
• How do I create a leadership
culture that can respond to
market volatility and
turbulence?
• Do my leaders understand the
digital frontier?
• How do I build practical,
business-relevant skills
across all levels of
leadership?
• How do I design the right
talent strategy?
• How will digital impact my
talent strategy?
• How do I attract and retain the
next generation?
• What is the employee
experience expected by the
workforce of the future?
• How can I reinvent
performance management?
• Is work organized in a way that
is more agile and designed for
the workforce of the future?
• What technologies, skills and
experiences are required
across the workforce to support
the needs of the business?
• How do I design a strategy for
extended workforce? How can I
easily tap into the needed
skills?
Talent diversity &
employee experienceLeadership
Organization structure &
workforce ecosystem
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Collaboration has been part of Accenture’s Skills to Succeed initiative. Goal has been to
contribute to the Finnish society, digitalization of the schools and advance work life skills and
entrepreneurial mindset among Finnish youths.
Outcomes formed during collaboration:
1) Finding the skills for Finland’s future -skills gap survey
2) Work life skills and entrepreneurial mindset -teaching modules and materials
3) On the threshold of digitalization: Towards the future high school -report
Collaboration with the City of Helsinki
Education Department
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Copyright © 2015
Accenture All rights
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It doesn’t matter what
you do - its how you
do it that counts!
#HenriAsenne
Click on
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More information: Accenture thought leadership
Leadership
Imperatives for an
Agile Business
Robin Hood
Foundation
Sample clients
Gas Natural
Fenosa
Air Products
& Chemicals
Indian Cement
Manufacturer
CUNEFLarge Global
Manufacturing
US
Transportation
Command
Engineers
India Ltd
Sample thought leadership
The Future of
HR
From Looking
Digital to Being
Digital
The Workforce of
the Future:
Humanizing Work
through Digital
A New Blueprint
for HR
Change or be
Changed: Shaping
the IT Workforce of
the Future
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Thank you!