As-a-Service Economy<\/a>.<\/p>\nMy fear is where enterprises fail to develop their capabilities, they will simply settle for “good enough” and take as much cost out of them as they can. It’s like when most enterprises cut their HR departments down to the bone in the 90’s and 2000’s as they simply were not getting value out of them – they’d become transactional functions which kept things functioning, as opposed to really performing <\/em>for the business. \u00a0The same is already happening in other operational functions, such as IT, finance and procurement, claims processing and data management etc., where many enterprises are simply not getting enough value. \u00a0If the skills fail, but the technology is adequate, we’ll see entire functions being replaced by digital portals, automation tools and functional platforms that can get the job done in a low-cost, standard fashion. \u00a0Enter any major enterprise today, and I guarantee you their HR function is likely to be a portal with links and a 1-800 number to call on the offchance you can’t get services executed for you automatically. \u00a0What’s preventing firms doing this for other operational functions, where automation becomes a more effective option for them?<\/p>\nHowever, I do not see this digitization of human services happening \u00a0as ruthlessly as what’s transpired in HR – we’ve been through many inflection points in history, where the skills requirements evolve with changing needs and demands and today’s era of new digital capability is no exception.<\/p>\n
The Bottom-line: \u00a0We’re already adapting to the disruption, \u00a0now its about skilling up to get the value out of it<\/span><\/p>\nYes, the advent of the cloud, mobility and social media have changed the way we will forever do business, but we are already adapting to these new environments and starting to address what needs to be done to plug the gaps. \u00a0Facebook, LinkedIn and Twitter are all decade-old developments and have changed little in recent years, with little further dramatic disruption on the horizon with regards to social media and communication. \u00a0Mobility apps and capabilities are all mainstream today and the cloud infrastructure capabilities of all the major ITOs and SaaS providers are pretty robust, scalable and proven. \u00a0We’ve emerged well from these disruptions to operate in much more global, virtual, adaptive playing fields.<\/p>\n
Next on the horizon is the need to mine and interpret our data better – and we need to automate processes more effectively in order to get better data from them and apply them to our business needs. \u00a0This is where we need to upskill – in process redesign, in managing and enabling analytics tools, in driving advancements in automation and cognitive platforms more effectively. \u00a0 And it’s pretty clear – especially in Europe – that much of this help needs to come from external service providers, advisors and contract staff. \u00a0Tomorrow’s successful enterprise is as much about getting its labor strategy right, as it is getting its technology and business strategy geared up in the right way. \u00a0So make way for the emerging As-a-Service model where these skills can be provided on-demand to plug these gaps…<\/p>\n","protected":false},"excerpt":{"rendered":"
We’ve talked a lot about the massive opportunity for the services industry as we move into times of unprecedented complexity….<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,51,57,63,78,80,81,838,84,90,91,831,832,95,830,97,98,837,101],"tags":[303],"ppma_author":[19],"yoast_head":"\n
Skill not Scale, Part II: Europe poses the biggest opportunity as As-a-Service models emerge - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n