<\/a><\/p>\nWe are in a world of constant change and fast moving developments. To capture the value, we need to have effective ecosystems brokered by Global Process Owners. These people can define business problems, identify opportunities and broker relationships to bring the best solutions together across internal and external resources. These skills are developed through experience, not by training, and challenges HR to rethink its approach to hiring. Creating a more \u201cfluid workforce\u201d by shifting selection from an inventory of skills to a candidates “coach-ability.\u201d HR needs to be more effective in defining and building these ecosystems in order to effectively recruit and manage the people who will make it happen. The generations entering the workforce and growing up in it today, may not have a career \u201cpath\u201d so much as a career \u201cjourney\u201d\u2014a general direction that is taken in steps that follow their interests and capabilities matched to opportunities.<\/p>\n
7. The strategy behind the deployment of Digital Plug & Play Services remains bifurcated.<\/strong>\u00a0Enterprises are rapidly increasing their investments in digital platform based services that deliver processes around a system of engagement (e.g. CRM, Marketing, HCM, Procurement) but remain as reluctant as ever to take on re-platforming core systems of record (e.g. Finance, Accounting and Claims Systems). As a result, Intelligent Automation will be focused around systems of record, to prolong the life and extract greater value for enterprises out of these legacy platforms for the next several years.<\/p>\n8. Automation is impacting entry-level roles\u2014and the industry is not prepared.<\/strong>\u00a0The roles that used to drive entry into business process and IT careers (e.g. data entry, level 1 help desk, systems admin, exception processing) are changing as many of the core tasks for these roles are being addressed by deployments of Intelligent Automation. As an industry, there is a need to recognize this change and determine what will constitute new entry-level roles and career paths for the future. This means changing many elements including: educational programs, models for recruiting and training new employees, promotion and evaluation criteria, supervisory role definitions and more. It also means that middle management baby boomers and Gen Xer’s will have to accept that their reports will build their careers on criteria that are new and sometimes hard for the older employees to recognize and accept.<\/p>\n9. Organizational design will become a key differentiator.<\/strong>\u00a0Workforce demographics, rapidly changing employment contracts, business process automation, and cognitive computing will collectively stretch traditional employment and organizational models to the breaking point. Enterprises that are able creatively to leverage these disruptions will not merely succeed, but will replace once-respected slow-to-move competitors.<\/p>\n10. True shared risk\/reward contract structures that buyers and service providers actually buy into will emerge.<\/strong>\u00a0New shared-risk, shared-investment deal structures at the transaction level, and relationships akin to alliances will be the models that produce the most rapid and satisfactory results in the maturing as-a-service economy. The rapid wins made possible by large-scale adoption of robotics, cognitive computing, and the altered workforce relationship will create an imbalance in contracts that are not structured with those successes in mind. While the high end has the volume and the opportunity, look for upstart providers with novel deal structures to take share early in the next wave of innovation. One of the delegates put it \u201cto advance towards the As-a-Service Economy we have to move beyond case studies and facilitate connections of stakeholders.\u201d<\/p>\nThe Bottom-line: 2016 will be the year where the fog lifts and we figure out how to adapt<\/span><\/strong><\/p>\nWhen we look back at 2015, I think we’ll reflect on a year of confusion and too much over-thinking of what’s happening down the road. \u00a0What we learned at Harvard is that many enterprise buyers are much more aware of what is possible, but struggle to engage effectively with their provider to risk more and share more to find new thresholds of value.<\/p>\n
However, there is a strong realization that if you fail to tie your career to Intelligent Automation, understanding how to leverage digital technology more effectively, noone’s going to wait for you to catch up. \u00a0None of this stuff is rocket science, it’s simply resetting the goals and revisiting stagnant relationships to figure out a realistic way forward. \u00a0Sadly, I do think money and cost is the ultimate arbiter of change, and it’s not until the providers really start to feel the squeeze on their profit margins<\/a>, and the clients get tempted by disruptive rebids, will we really see much of the change described above become reality. \u00a0Those service providers and buyers which have not yet begun to address (with genuine investment) the reorientation of capabilities and enablement of technologies to support business model disruption, are already circling the drain of yesterday’s legacy.<\/p>\n","protected":false},"excerpt":{"rendered":"We’ve pooled all the big discussion topics from our recent service buyers summit in Harvard and let our analysts loose…<\/p>\n","protected":false},"author":3,"featured_media":950,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[42,48,51,52,54,55,56,57,63,80,81,838,90,91,92,831,832,830,97,98],"tags":[303],"ppma_author":[19],"yoast_head":"\n
10 issues defining the services industry in 2016 - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n \n\t \n\t \n\t \n