1. WHAT IT MEANS TO OUR JOBS
THE FUTURE OF WORK -
WHAT IT MEANS TO OUR JOBS
AND HOW WE BUILD TALENT

2. Disruption. Change. Uncertainty.
Theme: Changes in business models, geo political scenario
According to “The Transformative Business Model” published in HBR in Oct 2016, new age business models have some of the following features:
Asset sharing - Some innovations succeed because they enable the sharing of costly assets—Airbnb allows home owners to share them with travelers, and Uber shares assets with car owners. Sometimes assets may be shared across a supply chain. The sharing typically happens by means of two-sided online marketplaces that unlock value for both sides: I get money from renting my spare room, and you get a cheaper and perhaps nicer place to stay. Sharing also reduces entry barriers to many industries, because an entrant need not own the assets in question; it can merely act as an intermediary.
Usage based pricing - Some models charge customers when they use the product or service, rather than requiring them to buy something outright. The customers benefit because they incur costs only as offerings generate value; the company benefits because the number of customers is likely to grow.
Collaborative ecosystem - Some innovations are successful because a new technology improves collaboration with supply chain partners and helps allocate business risks more appropriately, making cost reductions possible.
Agility - Innovators sometimes use technology to move away from traditional hierarchical models of decision making in order to make decisions that better reflect market needs and allow real-time adaptation to changes in those needs. The result is often greater value for the customer at less cost to the company.
Personalization - Many new models offer products or services that are better tailored than the dominant models to customers’ individual and immediate needs. Companies often leverage technology to achieve this at competitive prices.
Closed loop - Many models replace a linear consumption process (in which products are made, used, and then disposed of) with a closed loop, in which used products are recycled. This shift reduces overall resource costs.
These features are tied to long term changes in demand and technology. The changes in demand include rise of input costs (labour, transportation, resources), increase in demand for product & services, more diversity of consumer preferences and greater regulatory pressure.
The geopolitical landscape of the world is changing and there is a lot of uncertainty around us – Brexit, instability in middle east, global terrorism, changing power equations (US, Russia, China) etc.
With all these changes around us what does the future of work look like? Companies like WhatsApp, Instagram had employees and were acquired for billions of dollars. A lot of jobs today are going to get eliminated because of automation. Does that mean the future is jobless?

3. Technologies shaping the world today
AI, robotics, big data, machine learning is changing the work people will do and how they will make decisions.
Mobility is changing how information is accessed and used.
Virtual Reality is changing the way people will interact, learn.
3D Printing is changing the way products will be created

4. What is AI and how can we build it
Standardised AI applications
Natural Language Generation
Speech Recognition
Text analytics and NLP
Biometrics
Customised AI applications
Virtual agents
Robotic process automation
Machine learning
Deep learning
What makes an AI application
Data
Algorithms/Rules of thumb
Rules engine
Learning module
Steps in building an AI application
Scope the application
Assemble the enterprise algorithms & relevant data
Build the rules engine
Integrate an learning module
Recruitment and Performance Management- biggest impact of AI

5. How will technology change the world of work?1 2 3
Blurring definition of the ‘Talent Market’;
Jobs will change fast!
Faster, real time & “live” decision making, aided by AI
More ‘non-routine’ work requires new ways of learning
Location – Talent market definition
Speed
Non routine work automation

6. Jobs for the future Death of ‘division of labour’
Pattern Identification,
Conceptual thinking Leadership
Career growth
now
In 5 years
Analysis, Execution
Death of ‘division of labour’
The ‘T’ profile gets stronger

7. Skills for the future So what could you do? Conceptual thinking
Finding problems
Develop a vision, see possibilities
Inspire & motivate people
Build connections & identify patterns and build ‘rules’
Building synergies, negotiations, partnerships
Build deep critical thinking skills
Reimagine possibilities with technology
Make technology understanding a core curriculum
Cross disciplinary learning
Immersive experiences

8. People’s expectations from jobs in future?
Open to explore many options. Review career every 3-5 years
Want more meaning in their jobs
Keen to make contribution- want recognition
More networked, learn more from peers: but less exposed to different societies
Less mobile locationally
Will be more impatient. Don’t value Emotional skills
People want purpose & meaning in their jobs. They want to work for organizations that align with their values and enable them to contribute positively to the org / world.

9. Talent and leadership
Traditional talent management/development will not work
Who is a high potential? Would we value pristine leadership skills/
What value for specialist/domain expertise
How do we bring more Flexibility?
Flatter structures will make us take risks on people; big ‘vertical’ jumps
Performance management will change: use real time data
Emotional and Social skills – would need more focus
Leaning based on specific competencies