In my previous article I wrote about the commoditisation of labour and the differentiation journey of human labourers. In any operational approach it is important to make a clear distinction between labour and labourers, in other words the work and the employees that are doing the work. Does it matter who does the work, a human or a robot? Or should a company focus on how the work is done most efficiently and effectively? With a hybrid workforce organisations are able to lift their operations to a next level and increase their competitive edge.[Read more…] about The hybrid workforce, yesterday’s future
Automation and robotics create great opportunities, but Human Resources (HR) needs to engage in a much more active conversation within their own organisation. It is not interesting to see automation as a cost issue, rather focus on improving your service and customer experience. In a Dutch article I elaborate on the fact that practically no one is actively asking what work will look like and which skills sets will be important for employees. Organisations should proactively approach people with this line of questioning. Line management is opportunistic, and especially concerned with the short-term result. It is crucial for HR to take the lead in the ‘future of work’ discussion.
Gaining competitive advantage without using the latest technologies is almost impossible. That makes digital transformation critical for companies to survive the next decade. The never-ending developments in technology provide even small companies or start-ups with endless possibilities to scale products or solutions that address high-demanding customer needs. A reason for legacy companies to speed up their digital transformation, enabling them to handle data smartly and recover their competitive edge. How is automation going to facilitate just that?
Overcoming the gap between IT and business
It is hard to serve customers in a rapidly changing competitive landscape. New technologies and are the pivot of agility, scalability and customer experience. These days, every company is a technology company. The challenge for businesses is to recognise potential value propositions that spring from the arrival of emerging technologies. The trick is to identify opportunities before digital-native start-ups disrupt the market. Unfortunately, in many organisations legacy prevails over capital-intensive investments. This is how organisations outgrow their competitive benefits.
Digital transformation (DX) is a struggle, no doubt about that. Budget dilemma’s and the gap between business and IT are the main reasons organisations do not seem to get their transformation up to full speed. But not making it a priority, is not going to take away the urgency.