1 2 transforming the employee 3 experience digital age · our changing workplace –toronto new now...

TRANSFORMING OUR BUSINESS1MASSIVELY DISRUPTINGOURSELVES2IMPACT BEYOND OUR WALLS3

Transformingthe Employee Experiencefor theDigital Age

Transforming the Employee Experience for the Digital Age

Reworking the REVOLUTION

Accenture’s talent transformation – the talent agenda is the

business agenda

Toronto NEW NOW

Our Changing Workplace

People First Workplace Workforce

The new leadership imperative is clear: Create the future

workforce. Now.

CREATING THE FUTUREWORKFORCE AND WORKPLACE

3

Enabling Collaboration

Satisfying the Desire to Learn

Cultivating a Strong Culture

Focusing on Truly Human

TORONTO NEW NOW

Our Accenture workplace... a place where clients, visitors and people socialize, connect, engage, learn and create.

Future Workplace Our Changing Workplace – Toronto NEW NOW – Office Tour

Our workplace ... a place where Accenture clients, visitors and people socialize, connect, engage, learn and create.

✓ Open & Creative Spaces – for

engaging, connecting, learning and co-creating with others

Meeting Space & Multi-purpose Rooms

Rumble Room

Neighbourhoods

Connected Classroom

✓ Focus Rooms & Phone Booths – provide quiet individual space

Focus Rooms

Phone Booths

Toronto NEW NOW

Our new environment is designed to do more of what we

do best: collaborate, innovate and co-create

✓ Technology Enabled - the

latest technology enables collaboration and innovation

Reservation System & Retool Room

Live Remote Collaboration Tools

Pop-in Studio

SENSE

Perceive the world by acquiring and

processing images, sounds and

speech.

COMPREHEND

Analyze and understand the

information collected by adding meaning

and insights.

ACT

Take action in thephysical world

based on comprehension and

understanding.

COPYRIGHT © 2018 ACCENTURE ALL RIGHTS RESERVED. 6

LEARN

Improve performance (quality, consistency, and accuracy) based

on real world experiences.

Many technologies have evolved and combined to create three foundational

skills in software today.

The new catalyst essential to AI is the ability to autonomously learn, adapt, and

improve – at increasingly lower costs.

WHAT IS ARTIFICIAL INTELLIGENCE (AI)?

IT IS THE SINGLE BIGGEST TECHNOLOGY REVOLUTION THE WORLD HAS EVER SEEN

AI INVESTMENT WILL BOOST REVENUE GROWTH AND PROFITABILITY

7Copyright © 2018 Accenture. All rights reserved.

Source: Accenture Future Workforce Study 2017

Copyright © 2018 Accenture. All rights reserved. 8

INTELLIGENT ENTERPRISES RECOGNIZE THE VALUE OF AI

of business leaders believe their industry

will be completely transformed by

intelligent technologies.

agree that adopting intelligent technologies

will be critical to their organization’s ability

to differentiate in the market.

say their organization will automate tasks and

processes to a large / very large extent in the next

3 years, but 97% also say they will use it to augment

worker capabilities.

WORKERS ARE IMPATIENT TO WORK WITH AI


of workers say it is important/very important to develop their skills to work with intelligent machines

in the next 3-5 years.

say intelligent technologies will positively impact

their work.

believe AI will help them do their job more efficiently.

BUSINESS LEADERS UNDERESTIMATE WORKERS’ EAGERNESS

10

They are underinvesting in skills.

Copyright © 2018 Accenture. All rights reserved.

of executives plan to significantly increase investment in skills development programs in the next three years.

PRIORITIES FOR LEADERS

11

REIMAGINE WORK

Shift from workforce planning to work planning

PIVOT THE WORKFORCE

to areas that unlock new forms of value

SCALE UP “NEW SKILLING”

to work with intelligent machines

Copyright © 2018 Accenture. All rights reserved.

REIMAGINE WORK


CEOs must escape the debate about AI’s impact on jobs. The real issue is the need to reconfigure work.

Shift from workforce planning to work planning.

Assess tasks –not jobs

Allocate work to machines and people, balancing the need for automation and augmentation.

Create new job descriptions

Free people from function roles and build project based teams.

Map skills to jobs

Assess internal capabilities required. Map to existing skills. Then reskill and source new talent.

RECONFIGURED JOBS ELEVATE PEOPLE’S CAPABILITIES


A LONG-HAUL DRIVER

Controls the vehicle on the road, in charge of the speed, braking and steering.

The driver becomes an ‘in-cab systems manager,’ performing high-level technical work such as monitoring diagnostics systems and optimizing routing as automation controls breaking and speed.

A PHARMACOVIGILANCE SCIENTIST

Combs through vast volumes of documents, in order to assess safety issues related to drugs.

AI using Natural Language Processing and Machine Learninghelps free scientists to work on higher risk cases and cater to the growth in Adverse Event cases.

PIVOT THE WORKFORCE


to areas that unlock new forms of value creation.

Align the workforce to new business models

Orientate it to support new customer experiences.

Make the business case

Use automation to fuel growth by reinvesting savings in the workforce.

Organize for agility

Create flexible processes; create the structures that support the assembly and disassembly of teams.

Foster new leadership DNA

Create leaders at all levels in more autonomous working environments.

SCALE UP ‘NEW SKILLING’


to work with intelligent machines.

Prioritize skills for development

Strike the balance between technical, judgement, and social skills.

Target “new skilling”

Assess different levels of skills and willingness to learn. Cater to these different levels.

Go digital

Use VR and AR to accelerate the speed and scale of effective training. Deploy digital learning boards to democratize training.

“Our customers’ expectations are changing. They want simpler, faster, frictionless experiences. We are constantly evolving our use of technology to empower our associates and provide them with new skills at a rapid scale to better serve our customers.”

JACQUI CANNEY, Executive Vice President, Global People Division, Walmart

GETTING STARTED


USE CASE EXAMPLES

Stages of adoption and development of new technologies

Education: exploration; research and design

Prototyping: proof of concept; experimentation within silos(i.e. start small addressing a current business challenge)

Industrialization: deployment at scale; launch of new business models

1 2 transforming the employee 3 experience digital age · our changing workplace –toronto new now...

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