tma - tea talk 2017 of... · 2018-09-13 · pwc pwc profile pricewaterhousecoopers (pwc) helps...

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7 March 2017

DC- 2 – Authorised Restricted Use - Confidential

© 2017 PricewaterhouseCoopers Consulting (Thailand) Ltd. All rights reserved. PwC refers to the Thailand member firm, and may sometimes refer to

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TMA - Tea Talk 2017:

The Future of Work

PwC


1. Introduction

2. The Future of Work

3. People Management Model in the Future

4. Future Work Skills in 2022

2

Agenda

PwC 3

Dr. Pirata Phakdeesattayaphong

Director, PwC Consulting

Pitchpop Piamthipmanas

Senior Consultant, PwC Consulting

Professional Background

Pirata is a Director in PwC Thailand and responsible for

Digital Transformation and Business Development. She has

over 15 years experience in consulting environment for both

local and oversea projects. Pirata has consulting experiences

in large enterprises, multinational companies in Oil &Gas,

Manufacturing and Government sectors in Thailand, Asia,

Europe and USA. She has built strong expertise in Digital

Strategy, Social Collaboration, Change Management,

Knowledge Management and Strategic Management.

Core Expertise:

• Social Business Strategy

• Change management

• Business continuity management

• Knowledge management

Education:

• PhD (Organization Development), Assumption

University, Thailand

• Executive MBA, Asian Institute of Technology

(Outstanding Award)

• Bachelor of Computer Engineering (2nd Class Honour),

Chulalongkorn University

Professional Background

Pitchpop is Senior Consultant in PwC’s People & Organisation

Practice. His role and responsibility is driving business

development activities, including identifying opportunities,

engaging with potential clients, gathering requirements,

designing solutions, and developing proposals. Also lead and

manage project teams in developing practical solution and

valuable deliverable to ensure that clients realize maximum

benefits and achieve objectives.

Core Expertise:

• Strategy development

• Performance Management System

• Operating model design

• Organisation design

• Strategic workforce planning

Education:

• Bachelor’s Degree in Mechanical Engineering from

Kasetsart University


PwC

PwC Profile

PricewaterhouseCoopers (PwC) helps organisations and individuals create the value they’re looking for. We’re a network of firms in 158 countries with more than 200,000 people who are committed to delivering quality in assurance, tax and advisory services.

We have 50 partners leading more than 1,400 staff in Thailand.

PwC Consulting business in Thailand delivers enterprise-wide, multidimensional solutions to global clients by integrating strategy, technology, organisational transformation and business process improvements. By combining deep skills in leading technologies with business change expertise, industry experience and cultural understanding, our management consultants help clients maximise their performance to compete globally.

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Advisory Services

Consulting Services

Tax & Legal Services

AssuranceServices


PwC

Within Consulting, PwC is able to provide an extensive suite of services and solutions for our clients

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Strategy

Finance Effectiveness

What we do

Operations

People and Organization

Forensics & Security Services

Sustainability & Climate Change

Technology

• Long-term Strategy Development• Investment Strategy Development• Market Entry Strategy Development• Growth Strategy Development

• Financial Transformation • Fast Close • F&A Improvement

• Cost Allocation Methodology • Shared Service

• Joint Venture/Partnership Establishment• Corporate Restructuring• Business Model Transformation• Infrastructure Strategy

• IT Master Plan• Enterprise Business Applications• IT Infrastructure and Information

Management

• Strategic Sustainability • Assurance and Reporting • Climate Change & Carbon Mgmt.

• Governance, Risk & Compliance • Tax and Regulatory Requirements• Supply Chain and Operations

• Advantaged Operations• Strategic Supply Chain Mgmt.• Knowledge Management• Optimised Capital Portfolios

• Enterprise Operations Excellence • Innovation & Development Excellence• BCM• Progressive Service Operations

• Cultural & Change Transformation• HR Consulting (Transformation)

• Talent Management • Leadership Development

• Anti-Bribery & Corruption• Litigation Support & Arbitration• Corporate Intelligence• E-discovery & Data Analytics

• Regulatory Investigations & Remediation• Fraud Investigations & Forensic Accounting• Licensing Management• Cyber Security Services

• Digital • Data Analytics / Big Data• IT Portfolio & Program Management• Cloud Strategy and Solutions


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People and Organization

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People & Organisation

HR Strategy & Programme

Delivery

HR Operation & Technology

Change Management &Communication

OrganizationalDesign

Workforce Planning &

Performance

Capability & Training

Leadership & Culture

Reward Management

Leader in HR Consulting

Ranked as a ALM Vanguard leader in HR Consulting – amongst those with the broadest and deepest capability in the market1

#1HR Monitor survey of HR Directors across the world rates PwC as having the strongest reputation in HR consulting.

Globally for Human Resource consulting.

Leader in Business & Strategy Consulting

Leader in Digital Consulting

Ranked as a IDC leader in Digital Consulting / Digital Strategy / Digital Transformation

Ranked by IDC


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7

The Future of WorkA journey to 2022

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The megatrends

5 global megatrends underpin the business landscape of today and impact the future of work.

The changing size, distribution and age profile of the world's population

Power shifting between developed and developing countries

Significant increase in the world’s population moving to live in cities

Depleted fossil fuels, extreme weather, rising sea levels and water shortages

Rapid advances in technological innovation

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The journey to 2022

9Source: PwC Future of Work

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20thCEO Survey20 years inside the mind of the CEO… What's next?Over the past 20 years, CEOs have witnessed tremendous upheavals as a result of globalisation and technological change. Yet greater convergence has come with greater divergence. CEOs are standing at the crossroads:

Competing in an age of divergence

• Public discontent over the rising inequality that globalisation and technology have contributed to has created big economic and geopolitical uncertainties as businesses search for global growth.

• Yet CEOs are surprisingly optimistic. They recognise that it’s not enough to focus on organic growth and cost reductions alone, important though these are.

Managing man and machine

• But the challenge is in finding those people. Skills shortages -particularly the soft skills that CEOs value most -continue to threaten business growth.

• To address the issue, CEOs are searching more widely for talent. Those using HR technology or exploring the impact of technology on people strategies is considerably smaller.

Gaining from connectivity without

losing trust

• Trust has been climbing steadily up the CEO agenda, and technology has exacerbated the challenge. Many CEOs think that in an increasingly digitised world, it’s harder for business to gain and keep trust.

• The risks of social media usage is top of mind for CEOs. But as new technologies and new uses of existing technologies proliferate, they see new trust issues emerging over the next five years –and old ones getting worse.

Making globalisation work for all

• The majority of CEOs think that more and better collaboration, particularly with government, is by far the most effective way for business to help drive systemic change. Areas of debate that CEOs think business should be involved in include: the future of globalisation; the focus on shareholder vs stakeholder value; income distribution; and technology solutions for societal benefits,i.e., healthcare or education systems.

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What are CEO priorities?

77%of CEOs are worried about the availability of key skills.

10%

10%

15%

15%

23%

Competitive advantage

Customer experience

Digital and technology capabilities

Human capital

Innovation

Technology Talent Innovation

+ =

CEOs rank Human Capital as their #2 business priority(behind Innovation)

Source: PwC 20th CEO Survey

New talent strategy will be to operate in global virtual teams comprising of people who have a deep global awareness and extensive understanding of cultural nuances, and exceptional collaboration skills.


12

Japanese insurance firm replaces

34 staff with AI

Science fiction has long imagined a future in which humans are ousted from their jobs by machines.

For 34 staff at a Japanese insurance firm, that vision just became a reality.

Fukoku Mutual Life Insurance is laying off the employees and replacing them with an artificial intelligence (AI)

system that can calculate insurance payouts.

The firm believes it will increase productivity by 30%.

BBC


13

iPhone manufacturer Foxconn plans to replace

almost every human worker with robots

The company said that it had set a

benchmark of 30 percent automation at its

Chinese factories by 2020. The company can

now produce around 10,000 Foxbots a year,

Jia-peng says, all of which can be used to

replace human labor. In March, Foxconn

said it had automated away 60,000 jobs at

one of its factories.

The first phase of Foxconn’s automation

plans involve replacing the work that is

either dangerous or involves repetitious

labor humans are unwilling to do.

The VERGE

The second phase involves improving efficiency by streamlining production lines to reduce the number of excess

robots in use. The third and final phase involves automating entire factories, “with only a minimal number of

workers assigned for production, logistics, testing, and inspection processes,” according to Jia-peng.

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Three worlds at work

• Our scenario analysis sees the expectations of organisations and the aspirations of the people that want to work for them diverging into three distinct ‘worlds’ of work.

• Blue, Green and Orange.

• These worlds are designed to present ideas and illustrate a distinct set of people management characteristics that organisations will possess.

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Source: PwC Future of Work

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The Blue World – corporate is king


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People: The people are a dynamic, ambitious and hard-working

individual. They are career-oriented and demand the best levels of

pay and benefits, and intend to work hard in return.

Characteristic: In the Blue World, big company capitalism

reigns supreme. They also focus on profit driven in a model which

built around flexibility, efficiency and speed to market.

HR demands: The HR function evolves into a people and

performance unit, which is led by the Chief People Officer (CPO),

who is a powerful and influential figure within the leadership team

of the organisation.

Those responsible for people management increasingly need

financial, analytical, marketing and risk management skills to

measure the impact of human talent on their organisation and

retain the best people.

The attractions include high rewards for high quality of candidate.

Job security will be the most advantage point of Blue World to

attract talent.

The Blue World – corporate is king


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The Green World – companies care


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The Green World – companies care

People: They are a loyal and committed employee. They

want to belong to an organization that shares their beliefs

and has a strong sense of corporate responsibility, with ethics

and environmental credentials as a top priority. They are not

motivated solely by salary and are keen to incorporate charity

or social/ humanitarian work in their life.

Characteristic: In the Green World, companies take the

lead in developing a strong social conscience and sense of

environmental responsibility. They are open, trusting,

collaborative learning organizations and see themselves

playing an important role in supporting and developing their

employees and local communities. Corporate responsibility is

not an altruistic nice to have, but a business imperative.

HR demands: HR and corporate social responsibility will be combined into one to support organizations sustainability. HR helps to foster close collaboration between employer and employee in designing jobs around aspirations and lifestyles. Reward models will be highly flexible as part of this personalized design.


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The Orange World – small is beautiful


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The Orange World – small is beautiful

People: The people are a flexible, fast operator who prefers to

work on their own terms often for multiple employers at a time.

They are highly tech-savvy and have strong social, business and

collaborative networks, which are predominantly manage online.

They are not contained by the 9-to-5 office culture; prefer to work

whenever and wherever it suits them and among a diverse mix of

people.

Characteristic: In the Orange World, Organisation structure

transform into network of specialist to deliver the organisation

output. Business will play around innovation, breakthrough

technology and entrepreneurship. A core team will hold the

philosophy and values of the company. The rest come in and out

on a project-by-project basis. Virtual meeting allow for greater

remote working, extended global networks and also provide

freedom for theirs employee.

The Orange World is desired environment of young generation,

entrepreneurship and specialist skills in this rapidly evolving

economy.

HR demands: HR manager need to work closely with business

leader to serve the specialist for each assignment or project. HR

hiring teams will leverage professional social network to seek the

desired skill.

PwC


22

A summary of people managementcharacteristics in 2022


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How can your organisation plan for the future of people management


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People Management Model in the Future

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Key trends are driving changes for both HR functions and the organizations

Technology and Digital HR

Optimizing the use of technology within the HR function. Emerging technologies includes workforce planning and new approaches to workforce management, such as mobile and social media

1

HR Role HR are shifting their structures from operational toward strategic

2

Millennials Proactively managing the evolution of a multi-generational and multicultural workforce

4

Key Trends

Source: PwC Analysis

Talent and Skills Focus on optimal staffing levels, plan for future demand, find the right skills and mitigate the impact of economic uncertainty on HR and talent within the company

3

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Technology and Digital HR: Disruptive technologies are altering the landscape

The HR systems marketplace is changing rapidly and organizations have ever increasing expectations of their HR systems

1

Source: PwC “HR Technology: HR Disruptive Technologies”

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HR Role: HR are shifting their role from operational toward strategic

Business Results

Business Alignment

Manage and Automate

Wo

rkfo

rce

Per

form

an

ce

High

Business Impact High

Business Partner

• Talent management• Workforce planning• Reporting and analytics• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory

Workforce Enabler

• Leadership and business alignment• Development culture • Brand and engagement• Change agent• Talent management• Workforce planning• Reporting and analytics• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory

Operational

• Employee relations• Transactional work• Regulatory

Concierge

• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory

2


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Talent and Skills: Organizations are looking to attract people with multiple talents in the digital economy• The skills shortage has become a crisis-level priority for CEOs; 73% name it as a threat to their business, compared with 46% just six

years ago• 81% of CEOs say they’re looking for a wider mix of skills than they have in the past. Businesses desperately need hi-tech innovators

and ‘hybrid’ workers who understand not only their own sector, but complex digital technology as well.

Source: 18th Annual Global CEO Survey, PwC 2015

3

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Millennials: Evolving talent strategy to match the new workforce reality

What organizations can do…

• Create a flexible work culture

• Fully leverage technology

• Allow faster career for the talent

• Increase Transparency around compensation, rewards and career decisions

• Consider introducing or accelerating your global mobility program especially work overseas

• Invest time, resources and energy to listen and stay connected with your people

• One size does not fit all, need to serve the difference need from difference Gens

4

Ambitious &

Optimistic

Expect rapid progression, a varied and interesting career, and constant feedback

Less Loyal

Millennials think they will have multiple jobs and wanting to be job hoppers

Work/ Life Balance is a

Priority

Work/life balance is very important, however has not met up to the millennials expectation

Powered by Technology

Millennials expect the technology that empower their personal lives to also drive communication and innovation in the workplace

Millennials’ traits are posing challenges and opportunities to the future of workplace


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Future Work Skills in 2022

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The hardest skills to find are those that can’t be performed by machines

Difficulty to recruit people with skill Importance of skill

61%

61%

64%

75%

77%

Problem-solving

Adaptability

Emotional intelligence

Leadership

Creativity and innovation

Respondents who answered somewhat difficult or very difficult

Respondents who answered somewhat important or very important

1

2

3

5

4

Source: PwC 20th CEO Survey

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Digital Culture

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Source: http://marshmallowchallenge.com/


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So…. What is Digital culture?

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Summary

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Corporate is king

Where big company capitalism reigns supreme.

The globalisers take centre stage, consumer preferences dominate, a corporate career separates the haves from the have-nots.

Driving goal: Profit, growth and Market leadership

EVP: Job Security & Long term service

Blue World

Companies care

Where consumers and employees force change.

Companies developa powerful social conscience and green sense of responsibility. Society and business see their agenda align.

Green World

Driving goal: Positive social & environmental impact

EVP: ethical values & work-life balance

Small is beautiful

Where big is bad, for business, for people and for the environment.

Global businesses fragment, technology empowers a low impact, high-tech business model - Networks prosper

Orange World

Driving goal: maximising flexibility while minimising fixed cost.

EVP: Flexibility, autonomy and varied challenges (short term contract)


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The Future HR Capabilities

HR roles have traditionally had a transactional element, however they are evolving into a wider, broader role encompassing the following key aspects

Increase knowledge of critical external realities

Interpret data and use data to gain business insights.

Work with management teams to formulate unique business and HR strategies

Know who supports and can deliver change

Know the business in detail, what is important to business leaders their problems and issues

Bring to strategy discussions personal visions for the future of the business. Consulting

Relationship Building

Business Competence

External Market Insight

Analytic and financial

skills

Technical HR

Knowledge


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How will the global economic order change by 2050?

Thailand ranking move from 20th to 25th

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PwC

Draft

PwC | page 40

Dr. Pirata Phakdeesattayaphong

Director, PricewaterhouseCoopers Consulting (Thailand) Ltd

Office: 66 (0) 2344 1281

Mobile: 66 (8) 4646 4664

[email protected]


tma - tea talk 2017 of... · 2018-09-13 · pwc pwc profile pricewaterhousecoopers (pwc) helps...

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