cif exec meeting 28th june 2017 · our speakers simon ratcliffe, business strategist, ensono ali...

www.cloudindustryforum.org

CIF Exec Meeting

28th June 2017

Alex Hilton [email protected]

Bridging the

Digital Skills Gap

@alexhilton_GB @UK_CIF


Our speakers

▪ Simon Ratcliffe, Business Strategist, Ensono

▪ Ali Hawksworth, Director, Senior Director Business

Capability Transformation Practice, Global Knowledge

▪ Marianne Green, Director, Deloitte, Business

Psychologist and Change Management Specialist.

▪ Peter Reichwald, Director Board Practice and

Founder of Engage at Harvey Nash


The CIF community


CIF research: barriers – Digital Skills Gap

What are the main barriers to cloud adoption?


Digital skills gap

Competitiveness through talent acquisition

▪ 81% of IT Decision Makers (ITDMs) name digital

transformation as a priority for their organisation.

▪ 48% of employees feel their employer is behind

competitors

▪ 52% of IT teams cannot drive digital

transformation at the speed their management

team expects

▪ 23% have left an organisation because it did not

enable digital working practices

▪ 81% of ITDMs said they are looking to recruit the

right digital skills to achieve transformation


Research & Strategy

Cloud Essentials

Impact of Cloud on IT

Building a Cloud Strategy

1

1.

2.

3.

Assessment & Planning

Current Environment

Destination Planning

Migration Planning

Staff & Resources

Service Providers

Licensing

Contracts & SLA’s

Assurance Planning

Business Case

2

4.

5.

6.

7.

8.

9.

10.

11.

12.

Adoption & Migration

Data & Data Governance

Solution Architecture

Security in the Cloud

Adoption Process

313.

14.

15.

16.

Service Management

Service Management

Assurance Management

Demand Management

4

17.

18.

19.

Evolution & Transition

Cloud Service Evolution

Transition Planning

5

20.

21.

The journey to the cloud


Frank Bennett

Deputy Chair – CIF

@fboncloud

https://twitter.com/fboncloud


Our speakers

▪ Simon Ratcliffe, Business Strategist, Ensono

▪ Ali Hawksworth, Director, Senior Director Business

Capability Transformation Practice, Global Knowledge

▪ Marianne Green, Director, Deloitte, Business

Psychologist and Change Management Specialist.

▪ Peter Reichwald, Director Board Practice and

Founder of Engage at Harvey Nash

SKILLS SHORTAGE OR CULTURAL NAIVETY?SIMON RATCLIFFE

10© 2017 Ensono, LP. All rights reserved.

Azure

MainframeContainersMicroservices

DevOps Hybrid

Bi-Modal

Agile

Scrum Master

Data Scientists

Legacy Serverless

Amazon

IoT

Ransomware


What is really stopping

Cloud Adoption?


CULTURE


That’s Bi-Modal IT right?


WRONG!


We need the great guys we have running our ‘legacy’ systems


Engage ALL staff on the Transformation Journey


Tell me and I will forgetShow me and I may rememberInvolve me and I’ll understand


Engage ALL staffCreate the RIGHT CULTUREEMBRACE the legacyCreate MORE LEGACY

© 2017 Global Knowledge Training LLC. All rights reserved

Leading Digital Business Transformation

Bridging the Digital Skills Gap

Alison Hawksworth – Senior Director

Digital Business Transformation Practice

Digital Dilemma?

Digital Skills Gap?

S

Digital Business Transformation Framework

Source: Global Center for Digital Business Transformation, 2017

Redefining Leadership for a Digital Age


Marianne Green, Director - Deloitte

Business Psychologist and Change Management Specialist.

FutureDIGITAL SKILLS

Cloud Industry Forum

Marianne Green │ 28th June 2017

© 2017 Deloitte MCS Limited.

EXPONENTIAL CHANGE

Mainframes

Distributed terminals

Core computing

1980

TECHNOLOGY ENABLEMENT

Office computing

Mini-computers

Word processing

Spreadsheets

Home computing

1990

TECHNOLOGY

COLLABORATION

PC revolution

Network computing

Email

Relational databases

Client-server applications

2000

TECHNOLOGY

ENGAGEMENT

Internet revolution

Browser wars

Customer engagement

Intranet applications

Broadband

2010

DIGITAL

Mobile

Cloud computing

Big data – analytics

Social media

Wearables

2020

EXPONENTIAL

Artificial intelligence

Internet of Things

Blockchain

AR & VR

Digital cars

3D printing / manufacturing

Social robotics

1970

TECHNOLOGY CORE


Digital technology is pervasive across all aspects of life, so much so that the ‘digital economy’ is becoming synonymous with the national economy. The UK cannot afford to miss the opportunity or shirk the challenges this presents.

HOUSE OF LORDSSelect Committee on Digital SkillsReport of Session 2014–15

Make or Break: The UK’s Digital Future


2000s 2010s Today

Deloitte University Press | dupress.deloitte.com

Ra

teo

fc

ha

ng

e

1990s1980s1970s

Public policy

Technology

Businesses

Curve 4

Curve 1

Curve 2

Curve 3

Although technology is improving at an exponential pace and individuals are

adapting to it quickly, the organization and the policies that govern them are

not adapting fast enough

This gap is the opportunityIndividuals

EXPONENTIAL CHANGE = EXPONENTIAL GROWTH?


of organizations surveyed by MIT and

Deloitte anticipate their businesses are being

disrupted by digital business models

90%

believe they currently have the right

leadership or skills to execute

30%

EXPONENTIAL CHANGE = EXPONENTIAL GROWTH?


OUR ABILITY TO PREDICT THE FUTURE …IS VERY POOR


OUR DIGITAL SKILLS CHALLENGE IS COMPOUNDED BY THE MINDSET OF A NEW GENERATION OF WORKERS

Sense of Purpose

Millennials expect to feel that

their work is worthwhile and

their employer contributes to a

wider positive impact

Career Progression

Millennials expect rapid

progression and a varied career

with opportunities for change,

secondments and overseas

travel

Communication

Millennials are uncomfortable with

information silos and expect

communication and collaboration

to be the norm in an open

environment where ideas can be

shared

Flexibility

Millennials expect flexibility and

mobility in the workplace. As long

as the work is done and to a good

standard they don’t see the need for

set hours and face time at the office

Continuous Learning

Millennials expect constant

learning and a development of

their technical and leadership skills

that haven’t been met by school

and university degrees

Technology

Millennials have grown up with

technology, social media and instant

access to their networks – they expect

to use technology in all aspects of

corporate life

Feedback

Millennials expect constant

feedback and also the opportunity

to feedback upwards. Annual

reviews are not enough – feedback

must be instant

…Millennials more than any prior

generation would sacrifice salary in

order to be sure of a good work life

balance. Money isn’t everything –

enjoying life is…

…Most millennials want to feel

proud of the organisation they

work for. Company ethics and

values are equally as important as

financial success…

Source: Deloitte 2017 Millennials Survey; Deloitte Digital DNA


Only 16% of

Millennials see

themselves with their

current employer a

decade from now

It is inevitable that

the turnover rate

among Millennials

will be higher than

previous generations

as the concept of ‘a

job for life’

diminishes in favour

of change,

opportunity and

variety

OUR DIGITAL SKILLS CHALLENGE IS COMPOUNDED BY THE MINDSETOF A NEW GENERATION OF WORKERS


It is not the strongest of the species that survives, nor the most intelligent, but the one most

responsive to change


Focus on the essential human skills

Segment the workforce

Shape recruitment strategies that are inclusive and that engage good talent early

Think in purple teams, as well as purple people

Look around the corner

Be prepared to pivot

1

2

3

4

5

6

WE NEED TO THINK ABOUT DIGITAL SKILLS DIFFERENTLY

We predict that the winners will…


Critical

thinking

skills

Near-vision

(ability)

Speaking

skills

Problem

sensitivity

(ability)

Active listening

skills

English language

knowledge

Oral

expression

Oral

comprehension

Written

comprehension

Customer service

knowledge

THERE ARE ESSENTIAL HUMAN SKILLS THAT SPAN JOB ROLES


Focus on the essential human skills

Segment the workforce

Shape recruitment strategies that are inclusive and that engage good talent early

Think in purple teams, as well as purple people

Look around the corner

Be prepared to pivot

1

2

3

4

5

6

WE NEED TO THINK ABOUT DIGITAL SKILLS DIFFERENTLY

We predict that the winners will…


Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms.

Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL.

This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte MCS Limited would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte MCS Limited accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.

© 2017 Deloitte MCS Limited. All rights reserved.

Registered office: Hill House, 1 Little New Street, London EC4A 3TR, United Kingdom. Registered in England No 3311052.


Peter Reichwald, Director

Board Practice and Founder of Engage at Harvey Nash


Whose responsibility is it?

Let’s revisit Alex’s slide on the barriers

▪ 24% of digital strategy comes from the Board

▪ 39% of businesses are unwilling to take risks

▪ 19% claim lack of executive sponsorship

▪ 27% identify lack of cohesive strategy

▪ 25% state lack of skills as barrier to cloud adoption

▪ 83% are NOT confident that leadership can transform the business

Ultimately these are all the responsibility of the Board!

The shortage is not only at Exec level it is at Non-Executive Director level


Disrupted or Disruptor

Our Board survey this year is pointing to:

41% (up from 31% last year) believe their business is being disrupted

27% (down from 29% last year) believe they are a disruptor

Too many businesses do not ‘get it’!!!

Boards need to probe

▪ What is the digital opportunity? – if you do not think there is one,

▪ What is the digital threat?

▪ What are your competitors doing? Must be the other question.


Are you a future Non-Executive Director?

▪ Can you fill a skill gap?

▪ Do you have the soft skills needed?

• GOOD JUDGEMENT

• SUPERB INTERPERSONAL SKILLS

• EXCELLENT ANTENAE

▪ Can you translate your ‘jargon’ ?


What are you going to do about it?

▪ Really understand the responsibilities

▪ Your CV

▪ How do you promote yourself?

▪ Reverse mentoring


Questions and answers.


Possible topics:

▪ Security and Cloud Assurance

▪ Evolving vendor business models

▪ Digital Transformation

▪ …

Future discussion topics


Keep in touch

Subscribe to news

cloudindustryforum.org

A drink…

@UK_CIF

cif exec meeting 28th june 2017 · our speakers simon ratcliffe, business strategist, ensono ali...

Documents