Deloitte Shared Services Conference 2018 · the end of the human race ... Facilitated talent...
Transcript of Deloitte Shared Services Conference 2018 · the end of the human race ... Facilitated talent...
Deloitte Shared Services Conference 2018Focus 21: Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change Ad Bourgonje and Edgy, Deloitte
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Providing and sharing theoretical and practical insights on …
What will be covered today
1… how new technologies will
impact the way we work and the skills we need to work
2… how robotics and cognitive
automation will change the way we approach future workforce
transitions
3… how to approach and maintain employee engagement when your
organization is transitioning towards new ways of working
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Some examples
Artificial intelligence: science fiction becoming science fact
Video Games1997DeepBlue vs. Kasparov
Watson vs. Ken & Brad2011
2016Rembrandt Painting
AlphaGo vs Je Kie2017
Self driving cars
Ongoing
Robotics
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Famous scientists and high tech entrepreneurs are feeding uncertainty about our relationship with machines and even thefate of humanity
Robotics is gaining momentum, however …
Bill Joy
(co-founder Sun Microsystems)“Why The Future Doesn't Need Us"
Stephen Hawking (scientist):
The development of full AI could spell
the end of the human race
Elon Musk
(founder and CEO Tesla)“AI is our biggest existential threat"”
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Pockets of resistance in society to protect human rights are emerging too!
Robotics is gaining momentum, however …
The Telegraph News“Jeremy Corbyn plans to 'tax robots'
because automation is a 'threat' to
workers”
The Korea Times“Korea takes first step to
introduce 'robot tax‘”
Bill Gates“The robot that takes your job
should pay taxes”
Robotics open letter to EU
On AI and Robotics“EU-wide rules needed to
garantuee safety and security”
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Myth no. 1. the main use of cognitive technologies is automating work that people do
Dispelling myths about cognitive technology on work
Three categories of AI applications: What survey respondents indicate:
Use of AI is important or very
important for automation of
internal businesses processes93%
Similar importance to the
products and services they
sell88%
Cutting jobs through
automation is at the bottom of
the list
Enhancing products or
creating new ones and making
better decisions rank higher
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Myth No. 2. cognitive technologies lead to substantial loss of jobs
Dispelling myths about cognitive technology on work
AI predicted to cause both gains and losses
Machines Will Do More Tasks Than Humans by 2025 but Robot Revolution Will Still
Create 58 Million Net New Jobs in Next Five Years
The future of jobs report 2018, September 2018
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Why would that suddenly stop?
In the last centuries, we have seen occupations come and go…
MilkmanPetrol station attendant
Town crierLamppost installer
Printing press operatorCoal miner
Servant
TelemarketerCashier
Taxi driverBus driver
Administrative employeeFinancial analysts
AccountantGarbage man
Secretary
PostmanBridge operatorPhone operator
FarmerFactory worker
CashiersTicket clerks
Robot intermediaryDisorganizer
Identity auditorCo2 accountantBitcoin trader
Innovation professionals People & Culture specialists
Service & Solution DesignersCrowd funder
Privacy consultantMemory surgeonUrban shepherdOnline influencer
VR designer
?
© 2018 Deloitte The Netherlands Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change
How new technologies will impact the way we work and the skills we need to work
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
The adoption of automation, robotics and artificial intelligence is accelerating dramatically,yet the reality still requires human skills
AI, robotics and automation: put humans in the loop
72%72%see this area as important
42%42%of executives believe that AI will be widely deployed in their organizations in the next three to five years
still predict a tremendous future demand for human skills such as complex problem solving
63%63%
31%31%are ready to address it
yet only
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Towards a symbiotic relationship between man and machine
Future of work - the augmented workforce
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Jobs will shift to essential human skills
AI, robotics and automation: put humans in the loop
COMMUNICATION
Listen, respond and express ideas effectively in different contexts, influencing others
STRATEGIC
Exercise judgement and leadership to decide the way forward in complex environments
Service Orientation
Cultural Fluency
Emotional Judgement
Decision-Making
End to End / Big Picture Thinking
Professional Ethics
COLLABORATION
Effectively work with others, team with others, and lead others
PROBLEM SOLVING
Find creative solutions to difficult or complex issues
Design Thinking
Agile Thinking
Innovative Thinking / Creativity
Teamwork
Leading Teams
ANALYTICAL
Acquire new knowledge, process information and draw accurate conclusions
SELF DEVELOPMENT
Continuously evolve and upskill oneself
Critical Thinking
Data Fluency
Digital Fluency
Technical Fluency
Intellectual Curiosity
Self-Management
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
It’s the application of a new mindset that enables you to leverage the new technologies to their fullest potential
Human skills and technology alone does not lead to a successful digital transformation
TECHNOLOGY
• Robotics process automation (RPA)
• Cognitive
• Artificial intelligence
• Analytics
• Social & mobile
MINDSET
• Agile
• Collaborative
• Nimble
• Risk taking
• Challenging
DIGITAL
HUMAN SKILLS
© 2018 Deloitte The Netherlands Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change
How robotics and cognitive automation will change the way we approach future workforce transitions
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Those new rules challenge how we…
redesign the organization and its leadership for the future
cultivate the employee experience for engagement, productivity & growth
build a new management system to empower & engage teams
build a culture of continuous learning, adaptability & career growth
leverage data, cognitive and AI to improve business outcomes and team productivity and engagement
leverage digital technology to design and improve the work, the workplace, and the workforce
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
90% of companies are redesigning their organizations to be more dynamic, team-centric, and connected
The organization of the future requires us to transform the way things work today
A
C D E
B
How things were How things are How things work
• Shared values and
culture
• Transparent goals and
projects
• Free flow of information
and feedback
• People rewarded for
their skills and
abilities, not position
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Cognitive transformation(THINK differently)
Behavioral transformation(ACT differently)
Emotional transformation(REACT differently)
Conceptualizing possibilitiesin a virtual world
Adapting to constantly shifting power and influence
Tolerating an environmentof risk and ambiguity
Handling ever-increasingcognitive complexity
Collaborating with easeacross many different teams
Showing resiliencein the face of constant change
Thinking divergently aboutnew ways of doing things
Valuing the contribution of new work partners and different
interest groups
Being brave in challenginghow things are being done
Making decisions quicklywithout all of the information
Investing huge amounts ofenergy into getting things right;
try, fail, try again
Having the confidenceto take the lead in driving
change
Push the boundaries: Leaders need to think, act and react differently to drive organizational success in a digital worldLeaders need to think, act and react differently to drive organizational success in a
digital world
Push the boundaries
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Avoid oversimplification: Designing a differentiated and integrated employee experience in the future of work must go beyond the traditional Designing a differentiated and integrated employee experience in the future of work
must go beyond the traditional
Avoid oversimplification
Simply irresistable organizationTM
Meaningful workSupportive
managementPositive workenvironment
Growth opportunity Trust in leadership
AutonomyClear and transparent
goalsFlexible workenvironment
Training and support on the job
Mission and purpose
Select to fit Coaching Humanistic workplaceFacilitated talent
mobilityContinuous investment
in people
Small, empowered teams
Investment in development of
managersCulture of recognition
Self-directed, dynamiclearning
Transparency and honesty
Time for slackAgile performance
managementFair, inclusive, diverse
work environmentHigh-impact learning
cultureInspiration
Cross-organization collaboration and communication
© 2018 Deloitte The Netherlands Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change
How to approach and maintain employee engagement when your organisation is transitioning towards new ways of working
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
An effective transition starts with a impact assessment on organization and employee level to create cost optimization or value creation
Impact on the organization and employees
Current domain of activities covered by workers
Potential new domain of activities
Activities that could be automated with robots
AUTOMATEDACTIVITIES
Low VA activities Medium VA activities
Exp
ert
tech
nic
al
kn
ow
led
ge
Basic
kn
ow
led
ge
Em
oti
on
al
inte
llig
en
ce
kn
ow
led
ge
High VA activities
Value creation
Cost optimisation
Redeploy employeesProgressive transition out of these core activities towards new or other jobs
4
EXPERTS
1
1 Develop expert roles• Formalise the expert role and its organisation
• Develop some experts to deal with specifics and exception cases
ENHANCED ACTIVITIES
2
2
Develop employees with potential• Identify people with potential and the willingness to learn
• Establish a transition path and a pedagogic approach
• Develop employees with potential through formal training, coaching and on the job development (stretch assignments, difficult cases...)
NEW ACTIVITIES
3 Recruit the right profiles• Define key profiles to complement the existing team (cultural fit & key competencies)
• Recruit people with potential to work on new activities alongside robots
2
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
People challenges should be answered per phase to successfully initiate, implement and embed Process Robotics in the organization
Socialize Strategize Succeed Sustain
• New requirements and knowledge required for RPA support model
• Fragmented ownership of RPA innovation and continuous improvement
• Changing (RPA) skill and talent requirements leading to gaps / surpluses
• Change fatigue / resistance towards RPA adoption
• Changing roles, responsibilities and capabilities required to integrate RPA in existing business operations
• Process, organization, and job changes impacting organizational and governance structure
• Misunderstandings, unrealistic expectations and confusion about RPA creating barriers for adoption
• Active and passive resistance due to fear that existing roles will be made redundantP
eople
challenges
Clear understanding of RPA impact on workforce, organizational structure, competencies and skills required
Integrated approach to getting people engaged and aligned on the change
Strengthened accountability and RPA ownership by leadership stakeholders
Create leadership commitment (what is
the business value and what is needed to implement RPA?)
Process robotics training for PoC
Set up governance structure for RPA decision-making
Communicate and educate on the
impact, benefits, use and limitations of
RPA
Analyze the impact on workforce and
departments (e.g., resourcing, jobs,
organizational structure)
Create a compelling story case for change(what’s in it for
me?)
Demonstration sessions / road
shows Consistent leadership support on the purpose, business case, and key activities for RPA
Mutual understanding within the organization about RPA
Engaged employees embracing RPA instead of fearing it
Determine change readiness and
department specific change &
communication approach / plan
Define change journeys and communication plan per department
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
People challenges should be answered per phase to successfully initiate, implement and embed Process Robotics in the organization
Continuous improvement and innovation for RPA is embedded in the business as usual way of working.
Support model in place for RPA related questions and issues
Execute RPA change and communication
plan
Embed RPA skills and capabilities in the business as usual way of working (e.g. launch RPA capability programs, including education/training sessions and on the job learning)
Implement new RPA roles and new ways of working. Analyze
and mitigate capability gaps or
surpluses
Coach and support the organization to
develop and run RPA itself
Execute changes required to
organizational structure to
optimize resources /
employee effectiveness
Measure commitment of the workforce and define required actions
Improved value / reduced risk of RPA implementation through an appropriate organizational model, governance, roles, responsibilities, and policies in place
The right organizational talent, capabilities, knowledge and competencies that align with the new ways of working with RPA
Proactive, guided adoption and ownership of impacted groups
Socialize Strategize Succeed Sustain
• New requirements and knowledge required for RPA support model
• Fragmented ownership of RPA innovation and continuous improvement
• Changing (RPA) skill and talent requirements leading to gaps / surpluses
• Change fatigue / resistance towards RPA adoption
• Changing roles, responsibilities and capabilities required to integrate RPA in existing business operations
• Process, organization, and job changes impacting organizational and governance structure
• Misunderstandings, unrealistic expectations and confusion about RPA creating barriers for adoption
• Active and passive resistance due to fear that existing roles will be made redundantP
eople
challenges
Execute the change journeys and communication plan
Track commitment of your workforce
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
Any
Questions?
Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change © 2018 Deloitte The Netherlands
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