accenture + sf chamber research final data · 2019. 5. 24. · microsoft powerpoint - accenture +...

SAN FRANCISCO JOBS, SKILLS, AND OPPORTUNITIES IN THE AGE OF AI

THE MODERN WORKPLACE

MAY 2019

INTRODUCTION

Copyright © 2019 Accenture All rights reserved. 3

Title n=250

Chief Executive Officer (CEO) 63

Chief Finance Officer (CFO) 32

Chief Operating Officer (COO) 44

Chief Security Officer (CSO) 18

Chief Information Officer (CIO) 25

Chief Digital Officer (CDO) 11

Chief Human Resources Officer (CHRO)

8

Chief Marketing Officer (CMO) 13

Chief Technology Officer (CTO)

14

Executive Vice President of any Function or Business Unit

1

Vice President of any Function or Business Unit

6

Director of any Function or Business Unit

10

Owner 2

Partner 3

Location n=250

San Francisco Metropolitan Area

165

Remaining San Francisco Bay Area

85

Industry n=250

Administrative 2

Agriculture 5

Banking 31

Capital Markets 15

Chemicals 9

Consumer Goods & Services

25

Education 7

Electronics 14

Energy 22

Entertainment 6

Healthcare 15

High Tech 27

Insurance 18

Life Sciences 12

Mining 2

Natural Resources 1

Public Service 1

Retail 25

Transportation 8

Utilities 5

Knowledge of New Innovations

n=250

Yes 250

Employees n=250

10 – 100 4

101 – 1,000 63

1,001 – 5,000 79

5,001 – 10,000 49

10,001 – 20,000 29

More than 20,000 26

Revenue n=250

Over $50 billion 10

$30 billion - $50 billion 5



$500 million - $1 billion 46

$250 million - $500 million

22

DEMOGRAPHICS

DATA & INSIGHTS


OVER THREE-QUARTERS EXPECT THEIR BUSINESS WILL SEE SIGNIFICANT OR EXTREME CHANGE TO ADOPT AND LEVERAGE NEW INNOVATIONS BY 2025

0% 2% 20% 54% 24%

No change expected Minimal change Some change Significant change Extreme change

Q1 Base = Total sample; n=250

To what degree do you see your business changing over the next 7 years (by 2025) to adopt and leverage new innovations like automation and artificial / augmented intelligence?

78%


ALMOST ALL INDICATE THEIR BUSINESS HAS AT LEAST TARGETED USAGE OF AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE IN BUSINESS PROCESSES AREAS – FOR AROUND ONE IN TEN THIS FORMS PART OF THEIR CORE COMPETENCY

0% 9% 42% 36% 12%

No Use Minimal Experimentation Targeted Use Widespread Use Core Competency


To what degree has your business used automation and artificial / augmented intelligence to date in business processes areas such as product development, sales, marketing, supply chain, finance, distribution or customer service?

91%


ALMOST THREE-QUARTERS PERCEIVE SIGNIFICANT OR EXTREME BENEFITS FROM APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE TO BUSINESS PROCESSES BY 2025

2% 25% 50% 22%

No benefit Minimal benefit Some benefit Significant benefit Extreme benefit


What degree of benefit do you think your business could gain by 2025 from applying automation and artificial / augmented intelligence to your business processes?

72%


ALMOST HALF ANTICIPATE BETWEEN 26% AND 50% OF JOBS IN THEIR WORKFORCE WILL CHANGE DUE TO NEW INNOVATIONS

0% 27% 47% 24% 2%

0% 1% - 25% 26% - 50% 51% - 75% 76% - 100%


What percentage of your workforce do you anticipate could have their jobs changed by innovations like automation and artificial / augmented intelligence?


MOST INDICATE DIFFICULTY FINDING REQUIRED TALENT

70%

30%

Yes

No


Do you have a difficult time finding the right talent you need for your business?


ALMOST TWO-THIRDS HIRE WORKERS WITH ADJACENT SKILLS AND TRAIN THEM WITH THE NEEDED SKILLS TO ADDRESS TALENT SHORTAGES

64%

58%

56%

46%

44%

3%

Hire workers with adjacent skills and train them with the needed skills

Use artificial intelligence and / or robotics to do the work

Reskill or upskill current employees

Recruit gig-economy / contract workers

Create a satellite location in another city to hire talent there

We are not experiencing shortage of talent


What strategies do you employ to address the shortage of talent?Select all that apply.


ALMOST ALL AGREE GREATER USE OF AN APPRENTICESHIP MODEL WILL HELP ADDRESS THE TALENT SHORTAGE IN SAN FRANCISCO

96%

4%

Yes

No


Can greater use of an apprenticeship model help address the talent shortage in San Francisco?(Traditionally, apprenticeships have been used by manufacturing and the trades to give workers a combination of training and on-the-job experience to prepare them for specific jobs. Today, more companies across a range of industries are using the apprenticeship model, partnering with community colleges and four-year higher education institutions as well as nonprofit community organizations, to tap new talent pools and help bridge the skills gap.)


OVER HALF ATTRACT TALENT BY PAYING FOR SKILLS TRAINING, OFFERINGFLEXIBLE WORKING HOURS AND OFFERING MORE MONEY

56%

54%

52%

46%

39%

39%

31%

30%

28%

Pay for skills training

Offer flexible working hours

Offer more money

Offer transportation to / from work, better commuting options

Pay / reimburse for higher education degree or certification

Offer more vacation time

Offer free food / meals

Offer onsite childcare facilities / subsidized childcare

Provide housing subsidy


Which of the following do you do in order to attract scarce talent?Select all that apply.


OVER HALF INDICATE THAT SAN FRANCISCO CAN ATTRACT MORE SKILLED TALENT BY CREATING APPRENTICESHIP PROGRAMS AND DRAWING MORE TECHCOMPANIES TO THE CITY

65%

57%

49%

46%

42%

31%


How can San Francisco attract more skilled talent?Select all that apply.

Create apprenticeship programs to provide a wider pool of people opportunities to get training and hand-on experience to become job ready

Attract more tech companies, with in-demand jobs, to the city

Increase housing subsidies

Offer tuition reimbursement programs for certifications, higher education

Create city grants to enable a wider pool of people to access affordable technology training

Reduce city taxes


MOST BELIEVE THEIR BUSINESS IS CURRENTLY PREPARED FOR THE CHANGES AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE WILL BRING – JUST UNDER ONE IN FOUR FEEL WELL PREPARED

1% 7% 5% 64% 23%

Unprepared Underprepared Not sure Somewhat prepared Well prepared


How prepared is your business today to navigate future changes related to automation and artificial / augmented intelligence?

87%


ALMOST ALL INDICATE THERE IS A DESIGNATED EMPLOYEE OR GROUP RESPONSIBLE FOR UNDERSTANDING AND APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE TO THEIR BUSINESS

91%

4%

6%

Yes

No

Not sure


Is there an employee or group in your business today with responsibility for understanding and applying automation and artificial / augmented intelligence to your business processes?


FOUR IN FIVE ARE PLANNING TO MAKE A MODERATE TO SIGNIFICANT INVESTMENT IN UNDERSTANDING AND APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE TO THEIR BUSINESS IN 2019

0% 5% 14% 54% 27%

None Minimal Some Moderate Significant


What level of investment will your business make next year (2019) in understanding and applying automation and artificial / augmented intelligence?

81%


MOST BELIEVE THEIR EMPLOYEES ARE INTERESTED OR EXCITED ABOUT APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE IN THEIR BUSINESS

2%3% 12% 59% 25%

Resistant Fearful Neutral Interested Excited


How do your employees feel about the prospect of applying automation and artificial / augmented intelligence within your business?

84%


A LITTLE OVER TWO-THIRDS INDICATE THEY HAVE SOME GOOD DATA TO LEVERAGE AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE –ONE IN FOUR FEEL THEY HAVE THE RIGHT DATA FOR THIS

24%

67%

4%

3%

2%

Yes, I have the right data

Yes, I have some good data

No, I have too much data

No, I have bad data

No, I have no data


Do you feel that you have the right data from across your business to leverage automation and artificial / augmented intelligence?


ALMOST THREE-QUARTERS BELIEVE THEY HAVE GOOD OR ALL THE REQUIREDINTERNAL SKILLS NECESSARY TO SUCCESSFULLY LEVERAGE INNOVATIONS IN AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE

0% 2% 26% 52% 20%

No current skills Minimal skills Some skills Good skills All required skills


Do you have the right skills in your internal workforce to successfully leverage innovations in automation and artificial / augmented intelligence?

72%


IMPROVING DECISION-MAKING AND SPEED THROUGH AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE IS FELT TO BE MOST BENEFICIAL BY THE MAJORITY

28%

25%

23%

16%

8%

73%

72%

66%

47%

42%

Decision-making

Speed

Flexibility

Personalization

Scale

Most Beneficial

Within Top Three


Improving which of the following business capabilities through automation and artificial / augmented intelligence would you deem most beneficial to your business? Please rate in order of importance from 1 – 5 with 1 being the most beneficial and 5 being the least beneficial.


ACCESS TO EMPLOYEE SKILL TRAINING IS CONSIDERED THE TOP AREA BY WHICH THE SF CHAMBER OF COMMERCE CAN OFFER TO HELP BUSINESSES UNDERSTAND AND PREPARE FOR CHANGE ASSOCIATED WITH INNOVATION

16%

14%

11%

11%

10%

9%

8%

8%

7%

7%

40%

35%

34%

32%

30%

24%

28%

26%

28%

23%

Access to Employee Skill Training

Curriculum Development with Local High Schools / Colleges/Universities

Access to Leadership Training

Internships

Knowledge and Tips for Best Practices

Special Event / Conference with Experts

Facilitating Public / Private Coalitions

Public Policy & Advocacy

Sector-focused Workgroups

Webinars or Interactive On-line Tutorials

Most Important

Within Top Three


In which of the following areas can the SF Chamber of Commerce play a leading role in helping business understand and prepare for the change associated with automation and artificial / augmented intelligence? Please rate in order of importance from 1 – 10 with 1 being the most important and 10 being the least important.

accenture + sf chamber research final data · 2019. 5. 24. · microsoft powerpoint - accenture +...

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