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HWZ-Darden Konferenz: Leadership in the new

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HWZ-Darden Konferenz: Leadership in the new

  1. 1. JUNE 2017 LEADERSHIP IN THE NEW
  2. 2. PAUL VAN BEVEREN Copyright 2017 Accenture. All rights reserved. 2 Relevant Experience • Functional: Finance, Insurance, Sourcing and Procurement, Supply Chain and Customer Service • Industry: Retail, Chemicals and Software • Global Business Services (Vision – Strategy – Create – Refine and Accelerate) • Shared Services and Business Process Outsourcing • Risk, Quality and Compliance Management • Large People & Leadership Programs Background Paul Van Beveren is Risk and Quality Assurance Managing Director within Accenture Operations responsible for EALA Business Process Services and accountable for the Execution Excellence of close to 2.000 engagements across 30 countries serving over 100 clients. As a Global Leader, Paul is also coaching global key development programs within Accenture Operations such as the Operations Delivery Guide, the Service Delivery Essentials Training Program and the Operations Leaders Program. Prior to this role Paul was responsible for Delivery in EMEA and Outsourcing Account and Delivery Lead for all Customer Service Outsourcing Contracts with Microsoft. Paul was recruited by Accenture in January 2004. Before joining Accenture, Paul was Finance Change Manager at Rhodia, a French Chemical Company, and as Accenture Client played a pivotal role in the launch and development of the Prague Delivery Centre in 2001. He has over 30 years industry experience in Finance and Administration, Information Technology, Procurement and Supply Chain. Paul Van Beveren holds a Business Administration Bachelor Degree with a major in Accounting from the State Industrial Academy – Ghent Belgium Organizational and Individual Excellence is a professional passion...Use the power of People, Processes and Technology to deliver Superior Execution, Business Value and great Client Experience! Over the past 10 years I have developed a Vision for BPO that has helped Accenture to develop successfully in EALA. Today, I feel proud to be part of a Quality Team that takes quality as a habit and not as an act!
  3. 3. ACCENTURE OVERVIEW
  4. 4. Copyright 2017 Accenture. All rights reserved. 4 ACCENTURE IS A LEADING GLOBAL PROFESSIONAL SERVICES COMPANY We provide a broad range of services and solutions in strategy, consulting, digital, technology and operations. We help organizations maximize their performance and achieve their vision We develop and implement technology solutions to improve our clients’ productivity and efficiency – and may run parts of their business Ultimately, we enable our clients to become high-performance businesses and governments
  5. 5. WE PROVIDE END-TO-END SERVICES FOR CLIENTS ACROSS OUR FIVE BUSINESSES. Copyright 2017 Accenture. All rights reserved. 5 TRANSFORMS Management Consulting Technology Consulting SHAPES Business Strategy Technology Strategy DIGITIZES Interactive Mobility Analytics POWERS Application Services Labs Ecosystem Alliances OPERATES As a Service Business Process Cloud Security
  6. 6. WE ARE RAPIDLY ROTATING TO THE NEW. Copyright 2017 Accenture. All rights reserved. 6 DIGITAL- RELATED SERVICES CLOUD- RELATED SERVICES SECURITY- RELATED SERVICES Defined as… digital-, cloud- and security-related services, enabled by new and innovative technology About $13.5 billion in revenue in FY16 We expect the New to grow significantly faster in FY17 than the average of Accenture
  7. 7. WE LEAD WITH INNOVATION IN EVERYTHING WE DO. Copyright 2017 Accenture. All rights reserved. 7
  8. 8. CMT FS H&PS PRD RES Cross-Operating Group ACCENTURE STRATEGY ACCENTURE CONSULTING ACCENTURE TECHNOLOGY ACCENTURE OPERATIONS ACCENTURE DIGITAL ACCENTURE SECURITY AVANADE Optum Mogenesis eConnex WE ARE INVESTING AGGRESSIVELY IN ACQUISITIONS. 8
  9. 9. 2017 TECHNOLOGY VISION
  10. 10. Copyright 2017 Accenture. All rights reserved. 10
  11. 11. LEADERSHIP IN THE NEW IT
  12. 12. “Change has never happened this fast before, and it will never be this slow again” – Graeme Wood, Tech Blogger
  13. 13. Case for Change
  14. 14. We are at the brink of a technological revolution that is fundamentally altering the nature of work, the workplace, and the workforce of the future. WHAT’S CHANGING IN THE WORLD OF IT? The nature of IT work is changing • Work is evolving beyond managing programs and developing software to integrating hybrid IT capabilities (legacy and cloud) into business-relevant digital services • Traditional boundaries are breaking down, supporting the reorganization of work into open ecosystems • Work practices are being reshaped like never before with new advances (e.g., advanced robotic devices, artificial intelligence, wearable devices) Innovation ownership is evolving • Digital technology democratizes the workforce and empowers employees, blurring the lines between IT and the business • A growing number of “new IT” workers with strong technology skills, are embedded in the business and corporate functions (e.g., Finance) • As a result, innovation frequently takes place outside of, and independent of, the IT organization The talent ecosystem is expanding • The IT workforce requires stronger financial and business acumen, vendor management, and business relationship skills, as well as influencing and collaboration skills • The talent pool includes not just internal FTEs, but contractors and consulting partners, as well as crowdsourcing and labor on demand • There is a greater emphasis on skills around ideation, communication, analysis, experimentation, and the ability to make sense of data
  15. 15. New IT presents limitless possibilities, but while the promise is great, many organizations are not prepared to manage the transformation. WHY MANAGE THE CHANGE TO NEW IT? . . . Yet only 34% of business leaders are well prepared for digital in terms of the right leadership and management practices . . .But 84% say that talent is a core issue and the IT organization must redefine and think more broadly about its role 66 34% 16 84% 62% of top-performing companies say the most important factor to improve their organization’s agility is their leadership team. . . . 38 62% 88% of executives believe that organizations that win the war on talent will secure a competitive advantage. . . 12 88% In 2013, 71% of business and IT leaders expected the IT organization to be the main generator of innovation. . . 29 71% . . .Today, only 34% expect the IT organization to be the main generator of innovation 66 34% Sources: Accenture Technology Vision 2013, & 2015, Accenture Technology Strategy Survey, June 2015
  16. 16. Companies often fail to capitalize on New IT due to the following challenges: KEY CHALLENGES WHEN MAKING THE SHIFT TO NEW IT Hierarchical structures and silo-based organizations remain, inhibiting collaborative and agile working behaviors Traditional management styles are insufficient to lead the New IT workforce Current operating models do not sufficiently support agile, digital business models Organizations often lack the skills and the talent needed to enable New IT transformation Existing culture does not support agile practices
  17. 17. Change Acceleration for New IT
  18. 18. CHANGE ACCELERATION FOR NEW IT DELIVERS VALUE SUSTAINABLE Greater ongoing and sustained adoption through an experience- centric focus that designs personalized change journeys around audiences’ needs and preferences PREDICTABLE Target actions to drive consistent outcomes leveraging insights from analytical tools that assess which audience segments & aspects of the change that are leading or lagging AGILE Mobilize workforce faster and build commitment earlier with an emphasis on modular, iterative, and engaging stakeholder interactions that enable transparency and feedback + +
  19. 19.  PUSH Individuals are told what to do and how to behave, and play a passive role during change  REACTIVE Course correction is made only when an issue arises which increases risk and results in missed opportunities  WATERFALL Change activities are plan-driven, static, and delivered sequentially with a ‘big bang’ approach  ONE-SIZE Change activities are developed for a general audience and deployed through a single channel  PULL Individuals are led to an insight and play an active/ collaborative role in the change journey  PROACTIVE Potential issues and opportunities are identified and addressed upfront through predictive analytics  ITERATIVE Change activities are learning driven, flexible and delivered in incremental, successive waves  PERSONAL Change activities are specific, targeted at individuals, and deployed through various channels ….to Change AccelerationFrom Traditional Change Management….
  20. 20. CHANGE ACCELERATION FOR NEW IT FRAMEWORK Culture Operating Model Organization Leadership Talent Adopt New Behaviors Adapt the Organizational Blueprint Breakdown Traditional Boundaries Lead with Others in Mind Create the IT Workforce of the Future Business Strategy Business Results IT Strategy
  21. 21. Moving away from…. Moving toward…. • Product centricity (dev thinking) • Stability & risk aversion • Focus on predictability & efficiency • Command & control • Customer centricity (design thinking) • Agility & willingness to fail fast and learn • Focus on speed-to-value & innovation • Open & inclusive • Product centric • Focus on IT outcomes • Customer Centric • Focus on Business outcomes • Command & control • Experience / instinct driven decision making • Leadership at the top • Collaboration & empowering others • Data & insight driven decision making • Leadership at all levels • Command & control service delivery • Centralized structures • Siloed roles • Waterfall approach • Flat structure • Nimble models • End-to-end roles & responsibilities • Agile approach • Depth of experience • Static, stable workforce • Development & execution focused • Larger, global delivery teams • Depth & breadth of experience • Liquid, adaptable workforce • Design & innovation focused • Smaller, agile teams (“2 pizza”) KEY CHANGES FOR NEW IT Culture Op Model Leadership Organization Talent
  22. 22. Culture
  23. 23. Culture is the way employees behave, relate to each other, and do their jobs – It’s “the way we do things around here.” WHAT IS CULTURE? Mindsets Values Things we believe are most important Assumptions we hold about the way the world is. True drivers of behavior. Behaviors Outward signs of cultureCulture is a powerful, but tangible force within an organization that can be changed through behavioral interventions that shift people’s actions in small, incremental, but additive ways
  24. 24. Culture is the heart of an organization; it binds every aspect of an organization together and serves as the key enabler or key barrier to New IT transformation success. WHY IS CULTURE IMPORTANT FOR NEW IT? According to the 9th Annual State of Agile Survey, two of the top five reasons that caused agile failures revolved around the organization’s culture 42% of respondents said company philosophy or culture at odds with core agile values was the leading cause of failed agile projects 42% 36% of respondents saw a lack of support for cultural transition as the reason agile projects fail 36%
  25. 25. New IT trends result in several implications for IT culture. NEW IT IS RESHAPING CULTURE New IT Trend Culture Impact DevOps Ecosystems Organizations are bringing together development, testing, operations and supplier roles • Open communication • Seamless collaboration • Trust & shared responsibility • Efficiency & automation Agile Delivery Organizations are shifting from linear, waterfall delivery to incremental and iterative solution delivery • Empowerment & distributed decision making • Rapid response to customer needs • Value feedback and information • Modular, iterative ways of working Primacy of People in the Digital Age Winners in the digital know their success hinges on people • Entrepreneurial • Cooperative & inclusive • Empowerment & distributed decision making Intelligent Automation Powered by artificial intelligence, the next wave of solutions will fundamentally change the organization, as well as what it does and how it does it • Focus on learning & adapting • Continual innovation • Relentless change & disruption Elevating the Customer Experience More than ever, the customer is king and companies continue to invest in improving the customer experience • Design thinking • Social listening • Data & insight driven Digital Operations & Internet of Things (IoT) Everyday physical objects are becoming uniquely identifiable and embedded with the ability to connect to other devices or networks to collect & exchange information • Be willing to rapidly test—and fail • Data & insight driven • Customer centricity • Innovation
  26. 26. Accenture has found that a subset of cultural attributes and behaviors, which cut across all strategies and industries, correlate with being successful in New IT. WHAT DOES GOOD LOOK LIKE FOR NEW IT CULTURE? Customer Centric Agile Innovative EmpoweredCollaborative • Anticipate Customer Needs • Quickly Respond to Customer Issues • Co-Create Solutions with Customers (Design Thinking) • Encourage & Embrace Change • Try New Methods & Openly Experiment • Work Iteratively • Focus on Learning • Embrace Disruption • Challenge the Status Quo • Be Fast & Efficient • Take Risks & Learn from Mistakes • Create Transparency • Challenge Each Other • Involve All Levels • Personalize the Employee Experience • Connect Across Borders • Share Knowledge Freely & Encourage Others to Share • Create Together Data Driven • Focus on Insights • Make Data-Driven Decisions • Understand How to Collect Relevant Data & Use Analytics
  27. 27. Accenture research into culture transformations at numerous organizations, has revealed three key success factors to drive culture change. GUIDING PRINCIPLES FOR NEW IT CULTURE CHANGE Executives must lead by doing. New IT culture transformation can require them to move away from, if not completely abandon, those very behaviors that made them successful on their path to leadership. Lead by doing • Consider peer coaching or peer-to-peer learning to provide a safe environment in which executives can share their difficulties and best practices • Try a reverse coaching program to build skills and behaviors that are more commonly found in millennials and digital natives (e.g., social collaboration) • Do not rely on just communications & training. Actively involve leaders in role modeling the new ways of working Driving change too much from the top can actually be counterproductive. By involving employees at all levels of the organization, you begin to model the culture and behaviors you wish to instill and you ensure engagement from all parties. Engage all levels • Engage employees on an individual basis to help shape the changes and increase levels of participation and buy-in • Engage team leaders to help unlock culture change at lower levels of the organization • Try crowdsourcing to tap into how cultural changes can be implemented at the local level Employees need to know what the new behaviors will look and feel like, so that they can be brought to life for everyone. The desired behaviors must be embedded into every aspect of the organization so that they will eventually become hardwired into what employees do and how they act. Show it, don’t just say it • Break down the desired cultural changes into smaller actionable behaviors • Reinforce the desired behaviors across the employee experience • Provide ways for people to practice the new behaviors in a safe environment so that those behaviors can eventually become habit (e.g., 30 Day Challenge) Considerations for Culture ChangeGuiding Principles Source: New Rules for Culture Change, Accenture 2016
  28. 28. Operating Model
  29. 29. CIOs are being torn between keeping everything running, adjusting to changing business needs, and pursuing new opportunities. Having an operating model that allows the organization to shift to the right gear at the right time balances this multitude of demands. WHY IS OPERATING MODEL IMPORTANT FOR NEW IT? Improve EFFICIENCY & PRODUCTIVITY Standardize processes to drive QUALITY Organize IT for INNOVATION Drive CLARITY via Governance Position Business for GROWTH The right operating model will. . .
  30. 30. New IT trends result in several implications for IT operating models NEW IT IS RESHAPING THE IT OP MODEL New IT Trend IT Op Model Impact Run IT as a Business - Technology Business Management (TBM) Increased focus on efficiency, quality, supplier management, outcomes and financial performance. Reinforcing bi-model IT operating models: innovate at speed for tomorrow, while driving efficiency and automation for legacy/run business. Proliferation of new technology, platform-agnostic solutions and apps, Flexible governance and architecture models. IT will be both developing new technology and enabling new technology from the marketplace. Data as a Strategic Asset – core to Machine Learning, Artificial Intelligence, Telemetry, User Increased focus on data security, privacy, integration, connectivity, and insights
  31. 31. With the right operating model in place, the business will be powered by capable teams using the right technology and solid governance. GUIDING PRINCIPLES FOR NEW IT OPERATING MODEL The operating model only comes to life when people in the organization apply it in order to be highly effective in the performance of their duties Take a human centered approach • Take a human centered design approach to ensure that the tasks, relationships, and activities people engage in are supported with appropriate enablers such as tools and processes Governance needs to support multiple ways of operating Employ multiple governance and methods • Agile and iterative methods can support faster changing user experiences, while traditional waterfall methods are still relevant to core systems of record It is critical to match business velocity to the architectural environment and the reality of the operating model Rethink architecture needs • Segment the technology landscape into multiple speeds to align to business consumption and pace of change • Simplify the legacy architecture for greater agility and to reduce cost pressures • Build in an API layer to expose core data to faster moving digital channels and eco system partners Considerations for Transforming Op ModelGuiding Principles Redesigning the IT operating model presents an opportunity for real innovation in that it enables the organization to work differently and deliver stand out results that would otherwise be impossible Embed Innovation & Continuous Improvement • The IT op model must work from day one, but you should also embed the necessary tools to monitor, adjust and amend the operating model overtime such that it remains fit for purpose and continues to deliver outcomes
  32. 32. Copyright © 2016 Accenture All rights reserved. 32 Leadership
  33. 33. Leadership is essential to building an IT organization that can anticipate change, react faster than competitors, and adapt strategies and processes in light of disruptive events. WHY IS LEADERSHIP IMPORTANT FOR NEW IT? . The idea-generating, direction-setting function that defines the organization and its long-range goals 1. Vision & Strategy How leaders leverage the energy and talents of others by finding the right people, enlisting their support, building and motivating teams, and resolving conflicts. 2. Relationship Between Leaders & Followers Creating systems and structures by which the strategies can be implemented and goals achieved. 3. Driving Results Effective leaders excel across three dimensions:
  34. 34. New IT trends result in several implications for IT Leadership NEW IT IS RESHAPING LEADERSHIP New IT Trend Leadership Impact Digital Trust New security vectors; responsibility for consumer privacy; demand for transparent use of data; and questions around the ethical use of new technologies • Leaders will inherently need to take digital trust into consideration in everything they do • Security, privacy and digital ethics can’t be reverse engineered around a technology; instead, they must be integral to the development process from the outset Liquid Workforce & Fragmented Talent Changing workforce practices to enable adaptable workforces that are organized around projects and have embedded training; the rise of freelancing • Even more critical for leaders to create a sense of shared purpose that resonates with employees and permeates all aspects of the organization • Collective agility – ability to understand and work across multiple functional domains and geographies and integrate ideas into a usable solution Rise of Smart Machines The immense potential of “smart” machines and other innovations as catalysts for greater efficiency and competitiveness • Leaders will face the difficult challenge of getting machine workers and human workers to collaborate harmoniously in a way that technology becomes a welcome springboard for performance Agile & DevOps Leaders as advocates, coaches, and role models; dispersed decision making; leadership and empowerment at all levels • Role of leaders focused on: • Building trust & transparency • Empowering teams to own and make decisions • Encouraging collaborative engagements • Removing roadblock and barriers
  35. 35. Accenture survey results from 1,300 C-suite and senior-level executives reveals leadership characteristics that drive better financial results and steer companies nimbly through uncertainty. WHAT DOES GOOD LOOK LIKE FOR NEW IT LEADERSHIP? Vision & Strategy Develop a long-term strategy built for change Relationship Between Leaders & Followers Create more flexible management teams Driving Results Use data to make and act on critical decisions quickly Involve unconventional thinkers Develop leadership skills at all levels of the organization Establish accountability • See uncertainty as an opportunity, not only a threat • Regularly bring in thinkers from outside the mainstream to inspire new ideas and encourage diversity of thought • Use data and insights to make critical decisions at speed, and implement decisions with scale, buy-in, and accountability to make it all stick • Know that leadership is not about position, it’s about commitment, courage and outcomes • Build effective teams in a network that can flexibly shift and re-form to address challenges and opportunities as they arise • Clarify expectations, roles, and responsibilities, and take immediate action when issues arise Have a growth orientation • Develop a growth mind-set and commit to continual learning Source: Leadership Imperatives for an Agile Business, Accenture 2015 Identify and nurture talent • Take a hands on approach to source and develop talent aggressively in • times of uncertainty Empower decision making • Trust others and be willing to empower them to make decisions
  36. 36. Leadership plays a central role in moving the organization to New IT, and creating the environment for people to be successful in the new. WHAT IS LEADERSHIP’S ROLE DURING THE TRANSFORMATION? Be a Role Model Learn to Lead in the New Advocate for New IT Engage, Inspire, & Empower People Act as a Talent Agent Coach to Fulfil Potential • Reach out to your team regularly to talk about what the transformation means for them • Showcase and openly reward people at all levels who are embracing and working in the new • Develop a growth mind-set and commit to continual learning • Share what you are doing to learn New IT with your teams on a regular basis • Be responsible for growing the talent YOU need to lead in the new • Have the insight to make key talent decisions at any point • Get into a rhythm of meeting with team members to discuss the transformation • Adopt an ”ask rather than tell” approach to help the person create their own solutions • Walk the talk by modeling the new attitudes and behaviors • Share personal stories about your change journey • Share the vision, business strategy & how the organization is pivoting to the new with your teams • Promote the transformation through existing communication forums and social media Do it. Share it. Support it.
  37. 37. GUIDING PRINCIPLES FOR NEW IT LEADERSHIP It takes a community to build a leadership pipeline. Leaders benefits from coaches, networks, and communities to accelerate learning and build capabilities. Remember that no leader learns alone • Group leaders into learning cohorts to accelerate learning • Develop coaching & reverse coaching programs • Create peer networks and communities for leaders Leaders need to have a clear understanding of their own strengths and development areas before they can learn and lead well. Use assessments to drive self-reflection • Leverage Accenture’s Personality & Leadership Profile (PLP) tool for an in-depth assessment of the key aspects of personality that influence leadership and management performance The most powerful learning opportunities result from “intense” experiences that test leaders in fundamental ways and become the source of their distinctive leadership abilities. Leverage ‘Crucibles of Leadership’ • Give leaders stretch assignments • Expose leaders to different experiences and areas of the business Guiding Principles Considerations for Leadership Learn by doing and reflecting to speed up the development of leadership capabilities. Accelerate development through “action learning” • Provide forums for continuous practicing and reflecting to enable leaders to understand how their personality styles, teaming, and decision-making processes shape daily work Every aspect of the leadership development process must be aligned with organizational culture. Align leadership development to culture • Align leadership development to culture based on facts. There is often a large disconnect between the espoused values of the company and its actual values. Consider using the Organizational Value Analysis (OVA) to base decisions on objective and benchmarked data
  38. 38. Organization
  39. 39. The New IT organization is structured around the business and technology services to be delivered, building on agile service teams that learn fast and think like start-ups. NEW IT IS RESHAPING ORGANIZATION Traditional IT Org Structures New IT Org Structures • IT functions are divided into silos with formal interfaces across functions exercised to assemble and deliver services • Specialist roles perform singular functions • Designed for reliability, scale and low cost • Faces new demands to deliver competitive advantage and growth through multi speed, nimbleness, strategic focus and faster value realization • Service oriented structure around the business and technology services to be delivered • Flat organization structure to enable collaboration, agility and total service ownership • Coordination Teams provide strategy, governance and relationship management • Self contained, collaborative, nimble, 2-pizza sized Service Teams have all the roles and skills needed to completely deliver technology services*
  40. 40. There is no single “standard” for the overall organization. More than one model has been successful while remaining true to overall principles of New IT. WHAT DOES GOOD LOOK LIKE FOR THE OVERALL NEW IT ORGANIZATION? Highly networked – small transitional teams with resources borrowed from a central pool Technology aligned – teams aligned around technology platforms they develop/support Business Unit aligned – teams aligned according to business vertical they develop/support Collaboration focus Technology Platform focus Business Unit focus
  41. 41. The New IT Organization should be structured in a way that enables a culture of collaboration, rapid innovation, and service delivery. GUIDING PRINCIPLES FOR NEW IT ORGANIZATIONAL DESIGN The New IT Organization should be structured in a way that enables a culture of collaboration, rapid innovation and service delivery. Design with culture in mind • Create flat, self-accountable, comprehensive delivery “service teams” that work collaboratively as self-contained units, without organizational barriers IT organization needs to support a service team structure consisting of a broad set of roles and skills for complete ownership of technology services. Enterprise  Service Provider • Begin with an interim service-oriented structure within the legacy organization. Once the interim organization is in place and functional, migration to the target state begins and evolves over time. • Efforts with service teams should start small and focus on services that are easiest to deliver Service teams need be nimble enough to leverage and react to changes in business and technology environments.Speed @ Web-Scale • Ensure teams have the right roles, skills and size to be nimble • Establishing each team as a stand alone business fully empowered and responsible to make decisions Guiding Principles Considerations for Organizational Design Each team is seen as a stand alone business fully empowered and responsible. Empower Service Team • Prevent functional boundaries from impeding collaboration needed to deliver services
  42. 42. Copyright © 2016 Accenture All rights reserved. 42 Talent
  43. 43. Workforce demographics and expectations are also changing WHY IS TALENT IMPORTANT FOR NEW IT? 75% of the workforce will be made of millennials by 2025 and 15% are already managers 89% of millennials prefer to choose when and where to work rather than being placed in a 9-to-5 position 90% of millennials do not plan to stay with any given employer for more than five years 80% of millennials prefer on-the-spot recognition over formal review 71% of high performing companies say that employee interactions are entirely self-service and delivered across channels 81% of senior executives find attracting, retaining and developing skilled talent a top business challenge 43% of the US workforce will be freelancers by 2020, representing a 4x increase over 2015 82% of organizations leverage an extended workforce approach to fill skills gaps 33% of millennials want questions answered in real time 60%of millennials want a job with social impact
  44. 44. Relevant skill building for the current workforce and sourcing the necessary skills HOW IS TALENT CONSIDERED FOR NEW IT TRANSFORMATIONS? Text Text SELECT LOCATE DEFINEALIGN DEVELOP EVOLVE SKILL DEVELOPMENT SOURCING How do we assess, select and hire the right talent? Where do we find the desired talent (external vs. internal, local vs. global) for the need? What talent is needed to fulfill the business strategy (roles, part-time, temp/dispatched, etc.)? How can we ensure that the roles we have are aligned to the work we plan to do? How do we ensure that our talent has the relevant skills for their new role? How do we empower our resources to work differently in support of business outcomes?
  45. 45. New IT trends result in several implications for the IT workforce NEW IT IS RESHAPING THE IT WORKFORCE New IT Trend Talent Impact Nature of the work is changing Growing number of “new IT” workers, often embedded across the business and with strong technology skills Skill development is only part of the shift Organizations must upskill their workforce but the focus is also shifting on how work is delivered and by whom and attracting and sourcing new talent Ownership of innovation is evolving Balancing the skills needed to deliver value beyond technical requirements is a priority Developing just IT skills isn’t enough Innovation happens inside and outside the IT organization – practitioners need to be aware of the business impact they deliver Talent is more spread than ever Globalization of the highly mobile IT workforce results in broad cultural and demographic shifts Technology helps to engage talent in new ways Emerging technology and new insight into behavior change are changing the way we develop the new IT workforce Talent ecosystem is expanding and expectations are increasing By 2020, it is estimated that 43% of the workforce will be freelance or provide work on contract-based services Attracting talent means looking beyond just FTEs New IT talent pool includes not just internal FTEs, but contractors, consulting partners, as well as newer sources such as crowdsourcing and talent swaps Talent needs are constantly evolving Sourcing teams need to understand the market and niche providers' or individuals' abilities Talent sourcing needs to be engaged throughout the process Contracting and onboarding skills may require a separate sourcing team with advanced domain knowledge to work with new stakeholders and suppliers IT services are managed differently per vendor/provider Organizations typically work with multiple suppliers, potentially in the same space, and have agreed to different SLAs and service definitions making consistency difficult to achieve Promote integrated governance Oversee the delivery of hybrid suppliers with outcome-based engagements - Clearly define performance expectations, gain providers’ support and commitment to deliver and accept failure as part of the process
  46. 46. Identifying and mapping New IT roles and defining the competencies required for success DEFINING NEW IT WORKFORCE ROLES & SKILLS Competency Mapping for each role to define the skill proficiency required in New IT Role & Talent Segment Definition is based on the skills required in the New IT environment Defining Competenci es is critical to driving both IT and Business outcomes Role Mapping to define where the roles of today fit in the New IT environment
  47. 47. Increasing deep technical competency and broader delivery skills in support of business outcomes NEW IT SKILL FRAMEWORK MODEL BUSINESS SPECIALIST TACTICIAN INFLUENCER INDUSTRY-DRIVER TECHNICIAN L1 L3 L5 Deep knowledge of the internal business, client functions and competitors Skills necessary to lead, communicate & manage in ambiguous situations Knowledge of the client’s industry and Accenture insights to create best practices Skills and training in methodologies (e.g. agile, scrum) that change the ways teams work Technical skills required to drive modern engineering within your role
  48. 48. The Technology Organization of the future will shift from construction skills towards business, integration and analytical skills to configure the ecosystem HOW CAN TALENT BE SOURCED FOR NEW IT TRANSFORMATIONS? Strategic Partners Core strategic partners will be needed for scale, innovation, and transformational delivery. Augmentation For standard roles, leverage multiple vendors plugged into defined methods and processes for predictable results for surge capacity and niche skills. Internal People Profile It will be a critical differentiator to have key roles in house; organizations need to hire and develop differentiating skills in house to compete. • Service Integration • Business Architect / Business Analyst • Technical Architect • Data Scientist / Data Engineer • Visualization Analyst • Personalization Engineer • Portfolio and Demand Manager • Software Engineer • Customer Interactions Scientist • Automation Engineer • Service Integration • Innovation & Commercial Leadership • Ecosystem Engineer • Quality Engineer
  49. 49. Success factors for Talent in New IT transformations GUIDING PRINCIPLES FOR NEW IT TALENT New IT is seeing a shift in focus towards driving and delivering business outcomes IT and Business are becoming increasingly integrated • New IT competencies and learning roadmaps should include business, industry and soft-skill trainings in addition to technical and process skills • Team structure should include Business and IT talent wherever possible The type of work is changing… and so is the talent • Workforce plans should match the digital demands of the business & technology • Blended teams of FTEs and contractors working globally need the tools, skills and acumen to deliver Defining skills that are applicable is an ongoing process and dependent on the current need for the program New IT skills can be sourced as well as built • Not everyone can or will make the transition • Clear career paths for New IT roles including skills roadmaps help provide transparency to those who will make the transition to a new role Guiding Principles Considerations for Talent Establishing incentives for employees, promote the value proposition and use the organization’s brand and culture to offer key differentiators help influence and attract Employee engagement is as important now as it ever has been • HR participation in performance management and incentives to New IT roles • On-demand training with project application • Cross-training and job shadowing allow for new experiences to cement learning Work is completed not just by FTEs but can also be sourced just- in-time for skills and capabilities that are needed Organizations need to think differently about sourcing New IT talent • Shift to use more strategic partners & augmentation in outcomes-based models • Governance is key in managing these contracts Workforce is becoming younger, more agile and is located globally
  50. 50. This document and the information contained herein are proprietary to Accenture. This document, either in whole or in part, may not be reproduced in any form or by any means without Accenture’s prior written permission. This document provides no warranties with respect to the offerings described within. Any third-party names, trademarks and copyrights contained in this document are the property of their respective owners. DISCLAIMER

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