Per­spec­tives Where do we go from here?

BusinessMirror - - Banking & Finance -

Not only will the pro­duc­tive au­to­ma­tion of tasks re­quire that we rein­vent the or­ga­ni­za­tion of work, but so will the last­ing im­pacts of Covid-19. this, in turn, de­mands that lead­ers make the crit­i­cal choices about what kind of fu­ture-fo­cused work­place they want to cre­ate and now at a much ac­cel­er­ated rate.

Covid-19 is a tip­ping point be­tween the in­te­gra­tion of hu­mans and au­to­ma­tion. A new nor­mal will set in as learned be­hav­iors and em­pow­er­ing tech­nolo­gies tested dur­ing the pan­demic be­come stan­dard, or more boldly, be­come re­quired. the chal­lenges to fu­ture vi­a­bil­ity and ex­is­tence in the dig­i­tal era re­main largely un­changed— but the time­line for suc­cess has sped up dra­mat­i­cally given to­day’s sit­u­a­tion.

In re­spond­ing to Covid-19, or­ga­ni­za­tions are mov­ing from “Re­ac­tion” (triage) to “Re­silience” (man­ag­ing) to “Re­cov­ery” (re­set­ting/plan­ning) to the “New Re­al­ity” (adapt­ing to the new world) at dif­fer­ent paces. there will be winners and there will be lag­gards through these tran­si­tions—not every­one will make it through. those who move through these phases with pur­pose and in­ten­tion are more likely to come out on top. the need for ac­cu­rate work­force fore­cast­ing and plan­ning had never been more crit­i­cal amid the on­set of Ar­ti­fi­cial In­tel­li­gence (AI) and ro­bot­ics and Covid-19 has just fast-tracked this ur­gency and crit­i­cal­ity. It is forc­ing or­ga­ni­za­tions that want to con­tinue to thrive to bring for­ward their strate­gic plan­ning ef­forts and ap­ply them to more im­me­di­ate fu­tures.

We hy­poth­e­size that fu­ture-ready or­ga­ni­za­tions pur­su­ing strate­gic change that bring hu­mans and ma­chines to­gether in a pro­duc­tive en­vi­ron­ment will not only sur­vive and thrive with AI but also shape a fu­ture fit for hu­mans and ma­chines to co­ex­ist, and ul­ti­mately be bet­ter suited to han­dle the level of dis­rup­tion we find our­selves in to­day. With that said, pro­duc­tiv­ity gains will not hap­pen sim­ply by au­tomat­ing cur­rent work tasks within cur­rent pro­cesses. Nor will forc­ing AI into legacy pro­cesses or tech­nolo­gies. It needs to be rein­vented and built.

the op­por­tu­nity is to cre­ate a con­nected en­ter­prise that fos­ters the pro­duc­tive col­lab­o­ra­tion and di­vi­sion of la­bor be­tween hu­mans and ma­chines. We must also be very mind­ful, more pro­nounced now by what’s hap­pen­ing with Covid-19 in our work­ing (and personal) world, that AI is only as good as the strat­egy and de­sign be­hind it and that im­proper ap­pli­ca­tion of it can quickly lead to a de­hu­man­iz­ing ver­sion of sci­en­tific man­age­ment cou­pled with ex­treme sur­veil­lance and mi­cro­man­age­ment of our work­force. For in­stance, if go­ing for­ward more than 50 per­cent of our work­force is re­mote, how do we man­age the fine line be­tween over­bear­ing mon­i­tor­ing and al­low­ing for “breath­ing space” for the work­force?

We fore­see that lead­ers who are seek­ing to cre­ate a bal­anced work­force of the fu­ture will take a strate­gic ap­proach that ap­plies a dig­i­tal mind­set to the rein­ven­tion of work. We are see­ing or­ga­ni­za­tions re­spond­ing to the in­evitable need to “build some­thing” as AI and dig­i­tal tech­nol­ogy, and un­fore­seen dis­rup­tion, de­mol­ish ag­ing and soon-ob­so­lete work­place struc­tures while de­liv­er­ing mod­ern new“build­ing blocks” for height­ened pro­duc­tiv­ity, com­pet­i­tive­ness, and suc­cess.

Suc­cess, as noted ear­lier, will re­quire or­ga­ni­za­tions to en­sure that this ap­proach re­flects these at­tributes:

• Con­nect­ing the en­ter­prise endto-end and un­der­stand­ing along the way the im­pact of change on the en­ter­prise and cus­tomer ex­pe­ri­ence.

• En­sur­ing that every­one in the or­ga­ni­za­tion has a pro­duc­tive role to play as an in­no­va­tor re­gard­ing the break­down of tasks be­tween hu­mans and ma­chines.

• Pro­vid­ing every­one an op­por­tu­nity to be a “leader,” build­ing au­ton­omy and a growth mind-set to act while meet­ing business ob­jec­tives.

• An in­no­va­tive and flex­i­ble cul­ture with a growth mind-set that en­cour­ages ex­per­i­men­ta­tion, col­lab­o­ra­tion, and change.

While no one can pre­dict en­tirely what will hap­pen as the “New Re­al­ity” sets in, or when we will get there, but what or­ga­ni­za­tions can con­trol now (or as soon as they get out of cri­sis man­age­ment) is to plan for var­i­ous sce­nar­ios that may oc­cur and pre­pare for that fu­ture makeup of the work­force ac­cord­ingly, one that will most cer­tainly in­clude forms of au­to­ma­tion.

The ex­cerpt was taken from “KPMG Thought Lead­er­ship, Con­sumers and the New Re­al­ity.”

© 2020 R.G. Man­abat & Co., a Philip­pine part­ner­ship and a mem­ber-firm of the KPMG net­work of in­de­pen­dent mem­ber-firms af­fil­i­ated with KPMG In­ter­na­tional Co­op­er­a­tive, a Swiss en­tity. All rights re­served. Printed in the Philip­pines.

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