Modern technology creates fantastic opportunities. It provides more space to do more interesting and exciting things with less time on tasks that are routine and repetitive. Sure, it poses a challenge for all of us to be relevant, but wasn’t that true at any point in history?
So what will change? Or rather... what has changed already?
There are new and different job families.
It is a popular statement that now every firm is a software company. It is also true for the service firms that offer integrated platform solutions combining service with technology. Provision of such platform offerings does require new skillsets and their importance is continuously rising.
Robots are our friends. Not necessarily in the sense of having a good conversation over a cup of coffee, but in the sense that they help us streamline some processes and make them more efficient. The ability to program, configure, run, teach or supervise robots is a relatively new skill for which demand is continuously increasing.
There are oceans of data, much more so than in our grandparents’ era. In fact, 90 percent of the world’s data was created in the last two years. However, it requires a new set of capabilities to make use of the data lakes and surf their waves rather than be drawn into their depths.
what really matters is human imagination, the personal touch and the unique customer experience in which we can operate better
Andrzej Hutniczak, Head of Innovation
The art and the science of wise engagement management are to continually strive for the right mix for each job family. The wisdom of the client is to demand the right mix to assure optimal balance between cost, quality, control and the value delivered.
Today we hear a lot of noise about the next industrial revolution—this time touching not those at the shop floor but rather those sitting at the desks. On a purely emotional basis, should we be afraid or happy about this revolution?
What do these examples mean for the service delivery teams and for the grade mix composition?
The change in the composition of service teams is interesting. We see a higher proportion of project-related teams, more IT and technology-related job families, more data analysts, data interpreters and teams focused on the future to assist better decisions rather than reporting on the past. Similarly, we see insight and action-oriented teams, rather than ones focused on record and report.
The conclusion from the above is that grade mix will become heavier. This is excellent news for all of us eager to learn new things and do clever stuff. However, the shift to more of a project-based approach will challenge companies who are not set up to manage teams this way. Repetitive, tedious work is being automated, whether through the Internet of Things (stocktaking, fixed assets register), Robotic Process Automation (RPA) (typing, copying, screen scraping, etc.) or business networks (invoice handling, master data).
However, higher than ever before is the demand for the relevant, technology- driven mix of skills: project management skills to cope with numerous projects; data analysts to help firms navigate the storms of continuous change; and finally, for those with excellent interpersonal skills. In today’s digital world of automation and constant change, what really matters is human imagination, the personal touch and the unique customer experience in which we can operate better.
Designing the right pyramid structure for a short-term project is one of the key ingredients for success. It is even more important for long-term service assignments, as is the case with digital finance transformation.
Having a team of the right skill mix, seniority and experience, properly mapped to service expectations, is crucial.
“Right” is the key word here as it is a dangerous adventure to staff a complex service with too flat a pyramid in an attempt to maximize profitability. Equally, it is suboptimal to keep very experienced people doing a simple and routine job. Not only from the cost perspective but also because if they are bored, then they will not perform.
Even if it sounds simple and obvious, it requires a certain level of maturity to do it right. Business Process Outsourcing is focused on building and sustaining long-term relations with the clients. You can only achieve this by doing things right and doing them well.
- Ensure you have the skills available for the coming waves of technology.
- Determine how you can take advantage of the cloud and get the best from the “as-a-service” market.
- Recruit and develop people with analytical skills, digital customer experience and project management skills.