Ericsson

Human 4.0: Evolution or Revolution?Dalle nuove competenze allinterazione fra tecnologie, uomini e macchine

ThickLayersOverviewHow to face digital disruptionThe dual tech challenge for HRThe 4 roles of HR in Digital Disruption

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ThickLayersJeanne Ross Five ways to successfully face digital disruption

ThickLayersA morphing context

Affect the way you conduct your business

Changes in technologyBy affecting peoples Behaviors, Beliefs, Energy, Desire, Interaction Causing disruptions in the Human Resources field and ways of working

Industry 4.03D printingWearableMachine learningCloudMobileMassive robotizingMillennialsNew valuesWork life minglingNomadismSelf workingGlobalizationChanges in social technology

ThickLayersThe roles of HR in Digital Disruption

ThickLayersThe 4 roles of HR in Digital DisruptionThe Rainmaker: to govern digital transformation initiatives and change managementThe Breeder: to supply required competencies by revising sourcing, L&D, and succession planningThe Layer: to create a novel HR Platform, and revitalize internal conversations and interactionsThe Mutant: to digitally empower itself, identifying new ways of contributing and inspiring business decisions through advances in data collection, data analysis, and data interpretation

ThickLayersThe 4 roles of HR in Digital DisruptionProvideEnactSelfThe LayerThe MutantOtherThe BreederThe Rainmaker

ThickLayersThe RainmakerMaking it happen

ThickLayersInformalProgram funding drives needs and digital initiatives are randomly dispersed across the departments and functions. It is quite informal, un-managed, inefficient, and works on ad-hoc basis. There is clearly a lack of coherent strategy.

ThickLayersCentralizedThe most common model marked by a coherent strategy, clear ownership & accountability and easy reporting lines. Better and professionally consistent tools and messaging. These teams dont support content leadership or engagement and make innovation difficult.

ThickLayersIndependentLess common model as it is very randomMultiple centers of digital leadership established, with digital roles sprinkled throughout the organization. Supports Silos and competition inside the organization instead of collaboration In the end there might be a duplication of initiatives and resources resulting in waste of time and money

ThickLayersHybridThe most progressive model which supports continuous innovation at the pace of digital change. Different business units have their own digital initiatives but all in the digital team are strongly connected and supported by a centralized digital expertise team. Teams consist of high value strategists who drive the whole organization towards a common long term goal thus supporting collaboration at all levels.

ThickLayersThe BreederTransforming work

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Work is changing, people are changingThe five human-centric needs

Self-managementMeaningStabilityKnowledgeFreedom

82% in Europe will choose to work on personal interests and things that impact society. 88% of the European millennials will choose the same82% will primarily rely on self-help to solve problems. 49% believe departments and hierarchy will no longer exist.

92% will work wherever their skills are needed. 81% believe that companies will exclusively hire contract workers on a project-by-project basis. 82% believe a standard retirement age will cease to exist. 97% will use technology to learn anything, anytime, anywhere.81% say social media will become the collaboration platform for work.

95% believe they will be able to work from anywhere in the world. 79% believe they can do all work from a mobile device.77% will define their own work schedule.

ThickLayersThe 4 Kinds of Work in the FutureHow the democratization and technological empowerment of work will affect organizationsDemocratization of workTechnological empowermentWork reimaginedUber empowered

TYPE OF WORKWork via platforms, projects, gigs, freelancing, contests, contracts and tours of duty

TECHNOLOGYTraditional delivery

TYPE OF WORKWork via platforms, projects, gigs, freelancing, contests, contracts and tours of duty

TECHNOLOGYDelivered by new technologies such as cloud, on-demand artificial intelligence, extreme personalization and personal devices

TYPE OF WORKFull-time employment, with variations such as contract, part time and flexible work

TECHNOLOGYTraditional delivery

TYPE OF WORKFull-time employment, with variations such as contract, part time and flexible work

TECHNOLOGYDelivered by new technologies such as cloud, on-demand artificial intelligence, extreme personalization and personal devicesCurrent stateToday but turbo chargedlowlowhighhigh

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The MutantMorphing ourselves

ThickLayersNew technologies

ThickLayersDigital HR Literacy

ThickLayersThe LayerProviding a new foundation

ThickLayersThe Platform RevolutionThe shift from technical infrastructure to ecosystem-enabling platforms is laying the foundations for entirely new business models that are forming the bridge between humans and technology. Within these dynamic ecosystems, organizations must proactively understand and redefine their strategy to create platform-based business models, and to exploit internal and external algorithms in order to generate value.

ThickLayersHR as a Platform?A platform is a group of technologies that are used as a base upon which other applications, processes or technologies are developed.

ThickLayersHR as a Platform?

FromTo

ThickLayersDifferent HR JourneysACHIEVE DIGITAL READINESSINSPIRE BUSINESS THROUGH SPERIMENTATIONFOLLOW THE BUSINESSOR YOUR OWN

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