Digital is a New Normal

2–3
Traditional vs New Supply Chain with 3D Printing

4
Alternatif Workforce , it’s now mainstream
For many years, people viewed contract, freelance, and gig
employment as “alternative work,” options considered
supplementary to full-time jobs.

Today, this segment of the workforce has gone mainstream, and

it needs to be managed strategically.

Given growing skills shortages and the low birth rate in many
countries, leveraging and managing “alternative” workforces will
become essential to business growth in the years ahead.
Alternative work comes in many shapes and sizes

•Alternative workforce: Includes contractors,

freelance/independent workers, gig, and crowd workers.
•Freelance/independent workers: Workers who extend
the core employee workforce and are typically paid by the
hour, day, or other unit of time.
•Gig workers: Workers paid by the task (or microtask) to
complete a specified piece of work.
•Crowd workers: Workers who compete to participate in a
project and are often only paid if they are among the top
participants in a competition.
From Jobs to Superjobs
• The use of artificial intelligence (AI), cognitive technologies, and
robotics to automate and augment work is on the rise, prompting the
redesign of jobs in a growing number of domains.
• The jobs of today are more machine-powered and data-driven than in
the past, and they also require more human skills in problem-solving,
communication, interpretation, and design.
• As machines take over repeatable tasks and the work people do
becomes less routine, many jobs will rapidly evolve into what we call
“superjobs”—the newest job category that changes the landscape of
how organizations think about work.
The evolution of jobs
Standard jobs: Roles that perform work using
a specified and narrow skill set. Generally
organized around repeatable tasks and standard
processes.
Hybrid jobs: Roles that perform work using a
combination of skill sets drawing on both
technical and soft skills. Historically, these types
of skills have not been combined in the same
job.
Superjobs: Roles that combine work and
responsibilities from multiple traditional jobs,
using technology to both augment and broaden
the scope of the work performed and involve a
more complex set of domain, technical, and
human skills.
3 Fundamental Questions
Global Disruption Map by Industry
4 Phases of Digital Transformation
Digital Transformation must be guided by
digital leader
Leadership in Digital Era
• In a world of disruptive digital business models, augmented workforces,
flattened organizations, and an ongoing shift to team-based work practices,
organizations are challenging their leaders to step up and show the way
forward.
• CEOs are being pressured to take a position on social issues; C-suite
executives are being asked to work more collaboratively across functions;
line leaders must learn to operate in networks of teams.
• But our research shows that while organizations expect new leadership
capabilities, they are still largely promoting traditional models and
mindsets—when they should be developing skills and measuring
leadership in ways that help leaders effectively navigate greater ambiguity,
take charge of rapid change, and engage with external and internal
stakeholders.
3 Key Success Factors for Digital Leader
Best Practices across industries
Digital Leaders need 5 key lenses to be successful
1. Vision: The ability to see both the long and short-term
“big picture.” Careful navigation guided by vision will enable
leaders to lead the transformative collaboration between
people, machines and data.
2. Paradox: Innovation while operating requires leaders to
embrace, balance and live within the sometimes
contradictory demands of digital transformation.
3. Collaboration: Leaders must leverage networks,
communities and employees while demonstrating a high
degree of empathy, cross-communication, and manage well
defined internal/external feedback loops.
4. Diversity: Leading through digital transformation requires
agile leaders who can foster diverse, creative ideas about
products and services, and the teams to make this happen.
5. Transformation: The ability to successfully lead,
experiment and execute new processes in an organization,
while managing the significant fundamental shifts to
operations that digitization is rapidly shifting. Leaders must
be simultaneously capable of executing while experimenting
in a fast-fail mode.
Leading the social enterprise
Reinvent with a human focus
Intensifying economic, social, and political issues are challenging organizations to
reinvent themselves as social enterprises, engaging with stakeholders and
cultivating performance in a human way.

In last year’s Global Human Capital Trends report by Deloitte, describe the rise of
the social enterprise and this year, the pressures that have driven the rise of the
social enterprise have become even more acute.

They are forcing organizations to move beyond mission statements and

philanthropy to learn to lead the social enterprise—and reinvent themselves
around a human focus.
What is a social enterprise?
A social enterprise is an organization whose mission combines revenue
growth and profit-making with the need to respect and support its
environment and stakeholder network.

This includes listening to, investing in, and actively managing the trends
that are shaping today’s world.

It is an organization that shoulders its responsibility to be a good citizen

(both inside and outside the organization), serving as a role model for its
peers and promoting a high degree of collaboration at every level of the
organization.