05 Is Surecleri Uygulamalari PDF

2.3.
2018
Gülçin Özcan – Accenture SAP Country Lead
Accenture in Summary 3
Enterprise Resource Planning (ERP) Applications 4
Business Process Management (BPM) 5
Customer Relationship Management (CRM) 6
Digital Supply Chain (SC) 7
Human Resources (HR) Applications 8
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US$32.9B 435,000 5,000+ CLIENTS

In Annual Revenues Employees All 100 of our top 100 clients have been clients for at least five years
98 of our top 100 clients have been clients for at least 10 years
94 of the Global Fortune 100
75%+ of the Global Fortune 500
150+ 200+
Powerful alliance Locations across 55 countries
network of market serving clients in 120+ countries
40+ leaders and innovators
Industries
Served
GLOBAL CORPORATE RECOGNITION
• Barron’s 500 – Ranked No.14
• Financial Times’ FT 500 – Ranked No. 165 on the Global
50+ list and No. 82 on the US list
Delivery Centers across five continents, offering • Forbes’ Global 2000 – Ranked No. 289 overall and No. 5 in
services in 39 languages the Computer Services industry
• FORTUNE’s Global 500 – Ranked No. 312
• FORTUNE’s World’s Most Admired Companies –
Ranked No. 36 overall and No. 1 in IT Services …to mention a few
Accenture Strategy Accenture Consulting Accenture Digital Accenture Technology Accenture Operations
Communications, Media &

Health and Public Services Financial Services Products Resources
Technology
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Webopedia says…
 Enterprise resource planning (ERP) is business process management software that allows an
organization to use a system of integrated applications to manage the business and automate
many back office functions related to technology, services and human resources. For more
information check http://www.webopedia.com/TERM/E/ERP.html
In other words…
• If you want to have visibility, control and proper resources planning in the organization and the
volume is significant enough, you go for ERP system
Typical ERP vendors
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Gartner is expecting “significant” improvement in the demand for ERP

Worldwide ERP Services services, confirmed by Morgan Stanley’s recent CIO survey
Large organizations only 5K+ employees,
FY11-FY20,$B
IoT Gartner’s ranking of technologies
wave CIOs selected as one of their top three new spending priorities in
2014 2013 2012 2011 2010 2009
120 Digital 5.4%-6.3% p.a. 7YCAGR
wave Analytics and BI 1 1 1 5 5 1
5.1% p.a. 102 Infrastructure and data
“Latency” 2 * *
100 +$8B center
2.2% p.a. Mobile technologies 3 2 2 3 6 12
84
23
80 71 4.8% ERP applications 4 10 9 13 14 2
65 21 Cloud 5 3 3 1 2 16
10 Networking, voice, data
18 12.3% comms
6 * *
60 8
15 17 Digitalization/digital
4
5 12 12.5% 7 * * * * *
8 marketing
40 7
Security 8 9 10 12 9 8
Industry-specific
9 * *
47 applications
20 39 40 44 2.7%
CRM 10 7 8 18 * *
Legacy modernization 11 5 6 7 15 4
0 Collaboration 12 4 4 8 11 5
FY11 FY14 FY17 FY20
* Not an option in that year
ERP C&SI ERP BI/Analytics ERP Digital ERP AO Upside Sources: Gartner CIO surveys 2010, 2012, 2013, 2014
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The backbone of a digital enterprise Now

High Velocity
2005 – Recent
Single Instance
1990 – 2005
Consolidated
1960 – 1990
Fragmented Digital
Global Integration
High Perf. Apps

Local Integration Business Process Management
SCM ERP
SCM Finance
Inventory Control Core ERP
Logistics ERP Suites
Material Requirement
Planning Cloud,
Client Server Service Oriented
In-memory
Architecture Architecture
ERP 1.0 ERP 2.0 ERP 3.0 ERP 4.0
THE NEW SAP DIGITAL Business Network / Cloud Applications
PLATFORM ON-PREMISE
AND IN THE CLOUD
1 Digital Core (ERP) On-
2 Premise and in the Cloud

3
3 “Best of Breed” Cloud Apps 1 +
Suite on
s/Finance
Enterprise Management
+
4 Digital Open platform HANA IBP
UX Fiori “SAP Digital 4
In-Memory
Platform”
+ +
ERP TCO Reduction 2
R/3 One Platform
HEC (1)
SAP Cloud Platform
R/2 Mobility
Mainframe Client/Server S-Innovations Private Cloud Public Cloud
1979 1992 2004 2015

(1): HEC: HANA Enterprise Cloud
Copyright © 2017 Accenture All rights reserved. 3
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ACCENTURE VIEW ON THE SAP DIGITAL PLATFORM

WHY SAP AS DIGITAL
ENTERPRISE PLATFORM?
Systems of Reco rd • Integrated and simplified

to
Systems of En g a g emen t enterprise architecture
• Evolution guaranteed
SAP CLOUD • From system of record and

PLATFORM engagement to system of
Machine intelligence
Learning
S yst ems of Business Services • Connecting planning and

Intelligence execution in real time
(SAP Leonardo)
Blockchain • OT / IT convergence
Analytics / • Accelerating industry

Big Data / Data solutions development
IoT Intelligence
Sources: Panorama’s 2017 ERP Report
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Waterfall Agile
• Standard project phases – Plan/Analyze, Design, Build, Test, • Leverages Sprints for Design/Build/Test phases
Deploy • Relatively new to SAP/ERP implementations
• Proven delivery model for large integration programs • Requires some initial change management and methodology
• Familiar to most IT/Business resources adjustments
• Longer up-front Design & Build phases • Recommend starting with a pilot to build out the approach
– Can be difficult to get right level of business engagement incrementally
during these phases • Iterative Delivery and Product Reviews
• Limit scope through formal change control processes – Improves business understanding & adoption of end
• Can occasionally result in integration challenges during initial product
test cycles • Limit scope through “ Viable Product” and backlog grooming
• Enforces “shift-left” testing practices to discover issues early –
higher degree of solution quality when formal testing begins
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Plan & Analyze 
Plan & Onboard
Analysis workshops
Local requirement verification

Design & Build
Configuration
Functional specifications
RICEF development and unit test
Test 
Migration test 1 & 2

Integration Test Cycle (ITC)
User Acceptance Test (UAT) Go-Live
 
Cutover & Go-Live
Cutover
Go-live support
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STEERING COMMITTEE
Client + Consultant
Project Management
SAP FUNCTIONAL SME

Consultant
Consultant
Finance Supply Chain Procurement Commercial …
Client + Consultant Client + Consultant Client + Consultant Client + Consultant Client + Consultant
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A business process is defined as a set of activities and

tasks that, once completed, will accomplish an
organizational goal.
BPM is a
product
BPM is often confused as a process

automation or a technology
enablement tool. However, it is
important to understand that the
technology is only an enabler,
which helps organizations achieve
the desired business values.
BPM is a
another
jargon
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Business process management (BPM) is a

disciplined approach to identify, design, execute,
document, measure, monitor, and control both
automated and non-automated business processes
to achieve consistent, targeted results aligned with
an organization’s strategic goals. BPM involves the
deliberate, collaborative and increasingly
technology-aided definition, improvement,
innovation, and management of end-to-end business
processes that drive business results, create value,
and enable an organization to meet its business
objectives with more agility.
BPM enables an enterprise to align its business

processes to its business strategy, leading to
effective overall company performance through
improvements of specific work activities either
within a specific department, across the enterprise,
or between organizations.
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Quick Value Generation

BPM provides a suite of assets, deep
industry & functional knowledge to help
“kick start” the BPM initiative & achieve
results faster with enhanced quality & less
risk.
Delivering Measurable Results

BPM enables organizations to standardize,
optimize, automate & innovate business
processes, leading to significant quantitative
& qualitative results through a more agile
connection between people, process &
technology
Re-Usable BPM Solutions

BPM helps to establish process governance
& management leading to the creation of a
holistic business process repository & other
assets that can be used in different scenarios
for long term benefits
Key strategy for business performance improvement
Addressing external stakeholder requirements
Commitment to marketing, communication, education,

training and collaboration
For organizations to be able to drive successful BPM

Well defined mechanisms to measure current and desired
program and achieve the desired goals for
process performance
sustainable process improvements, it is important to
focus on these Critical Success Factors. The right
level of sponsorship, stakeholder management, Assure alignment of all required actions and capabilities of
organizational change management and a strong the organization
governance framework are some of the key factors
for success.
A strong governance framework
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INDEX
• THE WORLD BEFORE THE BIRTH OF THE CRM
• WHAT IS CRM?
• WHAT ARE THE VARIOUS ASPECTS OF CRM?
• HOW DOES CRM IMPACT A BUSINESS?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A
BUSINESS
• CRM AND TECHNOLOGIES
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The idea of customer relationship management began evolving in the early 1970s, when
customer satisfaction was evaluated using annual surveys or by front-line asking. At that
time, businesses had to rely on standalone mainframe systems to automate sales, but the
most technology allowed them to do was to categorize customers in spreadsheets and
lists. Segregating the customer information and details was a real challenge.
• The 1980’s onwards saw rapid

shifts in business that changed
customer power
• The supply exceeded demands
for most products.
• Sellers had little pricing power
• The only protection available to

suppliers of goods and services
was in their relationships with
customers
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• Organizations must become customer focused.

• Organizations must be prepared to adopt changes so that it take
customer needs into account and delivers them.
• Market research must be undertaken to assess customer needs and
satisfaction.
For this Customer Relationship Management is essential.
INDEX
• WHAT IS CRM?
BUSINESS
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Customer relationship management (CRM) is an approach to managing a company's

interaction with current and potential future customers that tries to analyze data about
customers' history with a company and to improve business relationships with customers,
specifically focusing on customer retention and ultimately driving sales growth
CRM is used by organizations to manage their relationships with customers. This

includes
• Capturing Leads
• Storage and analysis of the customers, vendors and partners.
• Internal information (organizational)
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INDEX
• WHAT IS CRM?
BUSINESS
CRM Eco System mainly consists of three aspects
1 Operational
Automation or support of customer processes that include a company’s sales or service representative.
Each interaction with a customer is generally added to a customer’s contact history, and staff can retrieve information on cus tomers from the database
as necessary. One of the main benefits of this contact history is that customers can interact with different people or different contact “c hannels” in a
company over time without having to repeat the history of their interaction each time. Consequently, many call centers use some kind of CRM
software to support their call centre agents.
2 Collaborative
Direct communication with customers that does not include a company’s sales or service representative (“self
service”)
Collaborative CRM covers the direct interaction with customers, for a variety of different purposes, including feedback and issue- reporting.
Interaction can be through a variety of channels, such as internet, email, automated phone (Automated Voice Response AVR), SMS or through mobile
email.
3 Analytical
Analysis of customer data for a broad range of purposes.
i) Design and execution of targeted marketing campaigns to optimize marketing effectiveness
ii. Design and execution of specific customer campaigns, including customer acquisition,cross -selling, up-selling, retention
iii. Analysis of customer behavior to aid product and service decision making (e.g. pricing, new product development etc.)
iv. Management decisions, e.g. financial forecasting and customer profitability analysis
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INDEX
• WHAT IS CRM?
BUSINESS
Key value drivers that CRM influences :
1. Customer value is the

satisfaction a consumer feels after
making a purchase for goods or
services relative to what she must
give up to receive them.
2. Brand equity the commercial
value that derives from consumer
perception of the brand name of
a particular product or service,
rather than from the product or
service itsel
3. Customer relationship
(New and Existing) with the
focal company.
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INDEX
• WHAT IS CRM?
BUSINESS
• Improves the relationship with existing customers
• Helps the organization find new prospective customers, and winning

back former customers (reducing churn)
• Increase revenues
• Maximize upselling and cross-selling
• Better internal communication
• Optimize marketing
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INDEX
• WHAT IS CRM?
• ADVANTAGES OF A ROBUST CRM ARCHITECTURE FOR A BUSINESS
CRM software is a category of software that covers a broad set

of applications and software designed to help businesses
manage customer data and customer interaction, access
business information, automate sales, marketing and
customer support and also manage employee, vendor ...
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Many companies have Strategy, not Technology by itself, drives

significantly invested in Supply Digital Supply Chain (DSC) Transformation
Chain technology over the past • Companies that do not address their
10 to 15 years, but operating models, talent and extended
• Most have failed to deliver organization, and leadership cannot
substantial ROI*; however optimize their operations and
• Today most companies have investment
started or are planning to heavily
invest in digital
* Supply chain for a new age: Supply Chain X.0 opens effective pathways through the digital world,
Accenture 2016
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Machine Learning and Expert

Systems perform complex analysis
using IoT data inputs and optimize
order and delivery in real time
Automation and Robotics Humans set the vision and strategy

perform Rules-based tasks, such for
as real-time aggregation of Supply Chain Management, innovate
vendors and price comparison for work, make creative, cognitive, and
procurement and reconciliations emotional decisions, and manage
through block chain relationships
Humans will need technical expertise and cross-

functional purview to tweak machine parameters with
real time data analysis and solve strategic problems
Where should
w e go ?
How will human and machine strategize on the

destination and the experience of the trip?
H ow should w e
Where should get there?
w e stop?
How will machine and human How will human and machine plot
collaborate beyond the routine and the course to optimize speed,
for the complex and unexpected? efficiency, and fun?
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Copyright © 20157 Accenture All rights reserved.
Organizations are under tremendous pressure to digitally

reimagine supply chain management
Lack employees
skilled in digital
Existing
employees
comfortable with
legacy mindsets
Implications:
• Need to reimagine traditional supply
chain structures and mindsets to digital
• Need to redefine operating model to be
less linear and break down silos
• Need to moder nize employee
experiences to attract future workforce
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Digital Supply Chain Transformation Journey
Digital Leadership D S C Operating DSC Workforce

Strategy Model Capabilities
Align Leadership on Digital Supply Design an integrated Supply Co-create a competency framework for the
Chain Strategy and prepare the Chain Operating Model Digital Supply Chain Network using Accenture
leaders to fulfill their roles in driving (framework, capabilities, leading practices as accelerators, and assess
the transformation journey processes and technology) to gaps in the existing workforce to inform
drive visibility across planning priorities
and fulfillment
Design a Leadership Development Design new organization

Program to upskill key teams, structure and roles to align all
levels of the organization while Co-create a Digital Supply Chain Workforce
networks, and individuals to lead a Experience
Digital focusing on outcomes and
enabling end-to-end to include a mix of proprietary
Supply Chain network and Accenture’s world-class content to
processing
engage and reskill the employees
Can you deliver supply chain strategies and execution competitively through your
operating model? With your talent?
• Where are your skill gaps for a digital organization? How will you close those gaps?
• Where are you in terms of analytics and robotics in your operating model?
• Can you digitally team to manage Supply Chain strategy, planning and execution?
• Do you have an operating model that can introduce, embrace and integrate digital
investment and innovation?
• Have you designed an approach that excites and prepares leaders, managers, and
employees of your future Digital Supply Chain Network?
10
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DIGITAL TRANSFORMS BY BREAKING SILOS THROUGH MOBILE CONNECTIVITY FOR INCREASED

VELOCITY, REDEFINED USER EXPERIENCES, POWER OF ANALYTICS, AND THE FLEXIBILITY OF THE
CLOUD
Key Solution Potential
Components Benefits
Employees and Manufacturing
Next Generation • Upgrade technology and Customers
Enterprise Engineering
MES leverage new technology trends
including connected mobility Cloud IoT
platforms and 3D visualization Process
SAP MII powered Quality
• Get information through Planning
by HANA
manufacturing dashboards in
real time. Always know the status
Wearables and of manufacturing operations and
Mobility better enable decision making.
• Connect the manufacturing
technician with the work
Industrial
PLM-Manufacturing performed at the site. Provide Manufacturing
Engineering
Integration real time work instructions and Mobility Analytics
data visualization wherever,
whenever.
Supply Chain-
• Connect complex part, BOM, and
Manufacturing
serial data from engineering
Integration
through manufacturing. Enhance
manufacturing and engineering Suppliers Products and
collaboration and reduce change and Partners Production Platforms
implementation and costs. Control
SO WHO ARE THE MARKET PLAYERS…
Manufacturing
Engineering
Quality Process
Manufacturing & Planning
Operations
Management
Industrial Manufacturing
Engineering
Production
Control
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The ‘Digital Age’ has arrived for all
2.5b People online
1.8b People on social media
People and more

7b
than 7 billion phones
6.5b Mobile subscriptions globally
1.2b Facebook users
Value of work performed via online labor

$5b
platforms like Elance and Odesk by 2018
Copyright © 2015 Accenture. All rights reserved. 52
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Advances in artificial intelligence and robotics

will significantly change work and learning…
Honda's ASIMO robot, Google builds IBM's Watson computer

an artificially intelligent self driving car defeated television game
humanoid robot, is able show Jeopardy champions
to walk as fast as a Rutter and Jennings
human,
delivering trays to
customers in restaurant
settings
2002 2005 2007 2009 2011 2013
iRobot's Roomba Checkers is Apple's Siri and Robot HRP-2 built

autonomously vacuums solved by a team Google's Google by SCHAFT Inc wins
the floor while navigating of researchers Now smartphone apps DARPA’s Robotics
and avoiding obstacles at the University use natural language Challenge Trials by
of Alberta to answer questions, performing eight disaster
make recommendations response tasks including
and perform actions driving a vehicle, walking
over and removing
debris, climbing a ladder,
walking through doors,
cutting through a wall,
closing valves and
connecting a hose
Our Workforce of the Future research

comprises 3 themes
How work is organized

Digital breaks us free from traditional, rigidly defined jobs
and the organization of work
What work is performed

Digital enriches and radically augments work
Who performs the work

and the employee experience
Digital democratizes the workforce
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Part 1: Digital Radically Disrupts

the Organization of Work
The organization of work is being

changed by technologies that…
Carve up work Enable us to do our

into microtasks jobs anywhere, anytime
Blur the boundaries

between disciplines Enable faster learning –
to help people respond
to change, take initiative,
Help people and change roles
communicate New Ways of
across boundaries
Organizing Work
Align people
Better integrate data around shared goals
and standardize processes and expertise
across boundaries
Dynamically access Dynamically update

any talent inside or outside rapid changes in
the organization organizational structure,
roles and accountabilities
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Digital is creating more agile organizational

forms powered by seamless collaboration
Flatter with small, global, and

Some emerging virtual collaborative teams
organizational
forms Worker autonomy: decentralized
• Self-organizing
with intelligence at the edges
• Holocracy
Common
features Emphasis on agility, open
• Agile squads
of new collaboration, and pull (not push)
• Lattice
organizations organizational Networked - dissolution of firm,
• Dual organization thinking functional, and siloed boundaries
• Podularity
• Boundaryless Not over optimized for the past
(“Innovator’s Dilemma”)
Service-oriented/Customer-centric
Examples:
Blurred boundaries Integrated business
between traditional services designed around
functions or disciplines the customer need
Digital is disrupting the traditional notion of the job
• becomes more complex, specialized,

and performed in teams
• becomes more experimental

and performed more autonomously by workers
• is changed by a volatile business environment
• is found inside and outside the organization,

and moved to where it is needed most
• seeks unique work experiences, meaning,

contribution, and fulfillment over formal titles
• blur across functional areas

(e.g., design and development)
• shatter to include workers outside of the organization
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The Emerging Notion of the Job
Traditional Emerging
What work is A job A role
What you do Perform specific tasks with Contribute to accomplishing
a specific function outcomes in teams and projects
How work is directed Ordered by your boss Jointly and fluidly defined
What work covers A function A set of specialties or skills
How work progresses Vertical career path in a function Increased project experience
and specialized expertise –
often horizontal moves
How success is Level, title, span of control Results delivered and demand
defined for your skills by peers
Role of leaders Direct and hold people Build and orchestrate teams,
accountable contribute, coach, and inspire
Tools Job descriptions, competency Skills assessments and databases,

models, organization charts, top talent exchanges, knowledge
down directives sharing and social tools, capability
models, shared values and goals
HR must also think about how to evolve

its own operating model
Value to Value can vary from basic alignment with the
the Business business/ to shaping the business strategy
where HR takes a seat at the executive table Next Gen
Variable Based and creates a “talent advantage” - all based
on the Unique on what is needed most by the businessa
HR Models
Business
BP/COE “Demand
Functional Model Driven HR”
Align with
Business Expertise
Strategy/ Model “Partner” HR is no longer one
Drive Efficiency Personnel size fits all; instead,
it fully responds
Model to the specific needs
“Expert HR helps of the business
Police” business partners
be successful
“Polite
Administrator” HR reduces HR models are designed
trouble by based on the unique
Expertise focusing on cost, needs of the business
HR likes to be
compliance
nice to people and
and consistency
administrate practices,
but does not impact
the business
Administration
The Industrial Age The Knowledge Age The Talent Age The Digital Age
(Industrial Relations) (Human Resources) (Strategic Talent Management)
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New ways of organizing HR
New Innovations
Optimization Commonly Accepted Emerging through Digital
BP/COE Lean HR
Primary Drivers for the HR Organization
Model Model
Federated/ Talent Crowdsourced

Customer
Intimacy
Decentralized Segmented Model

Model Model
Professional Just-In-Time
Services Model
Agility
Model
Employee Services delivers

a more customer-centric service
The HR function is shifting to a new paradigm — from HR Services
to Employee Services, leveraging the following three components
1 2 3
Segmentation of Integrated Outcomes-based
Services & Channels Architecture Measures
Personal
Mail Advocate “Employee Moment” Management
WEB
I am applying
for a job Provider Strategies & Integration
I need to
Delighted Customer
transfer
I need approved HR Fin Prc IT

time off
I need to leave
the organization
Voice Text/
Chat
SELF-SERVICE
Identification of consumer need, End-to-end services delivered Revenue growth by improving

or Moments that Matter, for the through integrated access, delivery, engagement and retention and
employee including the type and and escalation tools allowing employees to spend more
level of service to be delivered time supporting customers
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Employee Services – “Shattering the Boundaries”

End-to-end services are delivered through integrated access, delivery, and escalation tools providing
employees with enhanced experiences (e.g., mobile, workflow, integrated case management)
Current Models: Future Employee Services Model:

Today processes are transaction based; Tomorrow, single interactions will be transformed
KPIs reflect single interactions with employees to end-to-end services
I am starting to work I need to onboard

for the Company a new joiner
Service is triggered Personal Advocate End of service
End-to-End Services
HR Finance Procurement IT Facilities

• New hire orientation • Cost center • Contingent labor • Security profile/role • Business access
• Employee set up mapping vendor • Authority levels • Security card
• Benefits enrollment • Signing authority • Corp credit card • Personal computer • Cube / Office
• Payroll set up • Expense • System access • Supplies
• New hire training management • Mobile phone • Parking space
• Sign-on bonus • Log-on details • Health and safety
Actions to consider
1. Consider HR operating models that might best fit your organization and try out a pilot
2. Determine where creating more seamless employee experiences can most benefit
your organization and try out a pilot
3. Consider how you can turn your business into an open business model
for accomplishing work and garnering customer input
4. Encourage managers to use talent in the cloud to augment their capabilities
5. Consider chunking up work and distributing it to workers or robots who can perform
it while other workers are sleeping
6. Create your own talent market or tap into someone else’s to access talent inside
and outside the company
7. Experiment with and pilot new job designs – like allowing workers to moonlight
on other projects or redefining jobs with a focus on the business objectives that
are to be achieved, rather than narrow directions on how to achieve them
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Part 2: Digital Enriches and Radically Augments

Work
Technologies are transforming work practices

and therefore jobs and the skills needed in them
Radical Augmentation of Human Capabilities

Analytics for ubiquitous data Gamification
• The internet of things • Gaming technologies that transforms
• Connected remote sensors work practices into games
• Big data analytics and
ubiquitous data streams
Simulations, Modelling & 3D Printing
• 3D interfaces/virtual reality
Physical and cognitive augmentation • 3D printers and rapid
• Robots production/prototyping
• Autonomous machines,
avatars, vehicles, drones
(e.g., self-driving cars)
Enhanced Collaboration
• Wearable devices like smart glasses
• Live streaming/HD video
• Powered exoskeletons
conferencing tools
(i.e., machines that workers wear to
• Social networking
boost their strength and endurance)
and collaboration technologies
• Cognitive assistants
• Real-time pulse surveys and feedback
(e.g., Siri, Cortona)
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Digital is leading to more humanized

work practices and jobs
FROM: TO:
Technology making us dumber Technology making us smarter
Pre-determined practices More experimentation

and procedures and iteration
Lots of mundane tasks Fewer mundane tasks
Chores Fun and games
Coordination Collaboration
Decision making by a few at the top Decision making by all

of the organization at the edges of the organization
Jobs and skills focused on a wide Jobs and skills focused
variety of capabilities on uniquely human capabilties
Jobs most and least at risk of computerization

MOST AT RISK Probability PARTIAL RISK Probability LEAST AT RISK Probability
Telemarketers .99 Health technologists .4 First-line supervisors .003
of mechanics, installers,
Insurance underwriters .98 Economists .43 repairers
Physical scientists, other .47
Clerks (e.g., brokerage, .98 First-line supervisors .0036
insurance, procurement, Compensation, .47
bookkeeping) of fire fighters and prevention
benefits, and job workers
analysis specialists
Loan officers, bank .98
tellers Computer programmers .48 Sales engineers .0041
Cashiers .97 Aerospace .48 Physicians and surgeons .0042
engineering and operations
Locomotive engineers .96 technicians Medial scientists .0045
Administrative .96 Agricultural Engineers .49
assistants Human resources managers .0055
Customer service .55
Electronic equipment .95 Training and .0063
assemblers representatives
development managers
Commercial pilots .55
Operating engineers, .95 Computer systems analysts .0065
construction equipment Personal financial advisors .58
operators
Logisticians .012
Service unit operators .93 Market research analysts .61
Sales managers .013
Production workers .92 Maintenance repair workers .64
Marketing managers .014
Technical writers .89 Machinists .65
Engineers .014
Construction laborers, .88 Light truck or delivery .69
machinery maintenance service drivers Computer scientists .015
Real estate sales .86 Maids and housekeeping .69 Managers, all other .25
agents
Source: “The Future of Employment: How Susceptible are Jobs to Computerization?” Oxford University, 2013
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The fear of technology destroying jobs is not new

“Historically, technology
has created more jobs than
it destroys and there is no
reason to think otherwise in
this case. Someone has to
make and service all these
advanced devices.”
Vint Cerf, vice president and chief

Internet evangelist for Google
Newspaper illustration of British weavers destroying textile machines in the

early 19th Century. Unknown illustrator circa 1840s. Source: Wikipedia Commons
New jobs will likely be created

Drone Driver
Digital Reputation
Chief Experience Consultant
Officer
Augmented Reality
Narrowcaster Architect
Jobs
of the
Future
Telesurgeon Digital Archeologist
Personal Bot
Mechanic
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2.3.2018
All jobs will emphasize more human-oriented skills

Automation will result in people doing more human and more meaningful work.
As machines grow smarter, it will require us to grow smarter. Work will demand far more of us.
Likely
Already to be Performed
automated automated by a
or off- now or human
shored in next 10
years
Task requiring: Tasks requiring: Tasks requiring:

• Routine manual tasks • autonomous mobility • Creativity and ideation
(e.g., assembly line workers) (e.g., self-driving cars) (e.g., scientific theories, design,
• Routine cognitive tasks • fine motor control and non-routine new business models)
(e.g., travel agents) manual tasks (e.g., remote surgery) • Social intelligence tasks
• language and complex communication (e.g., negotiating, counseling,
(e.g., writing simple news stories, Siri) persuading, coaching)
• pattern recognition • Complex communication tasks
(e.g., medical diagnoses, facial recognition) (e.g., writing complex articles)
• Solving unstructured problems • Large-frame pattern recognition
(e.g., winning at Jeopardy) (e.g. competitive analysis)
• Sensorimotor skills
(e.g., hair dressers, gardeners, dentists)
HR implication: Digital transformation

requires workers to develop new skills
Digital
Analytics
literacy and
Judgment
computational
thinking
Advanced
Ability
problem
to learn
solving
Design and
Sense-making
presentation
Flexibility
Creativity and
and
novel thinking
adaptability
Social Trans-
intelligence disciplinary
Commun- Virtual
ication collaboration
Cross-cultural
compentencies
36
2.3.2018
HR will need to develop learning strategies to help employees learn new

skills required for the digital age
Adaptive, customized, networked learning – dynamic
Learning any time, any place just-in-time solutions that morph content to what they need to learn
Classroom of the future

Digitally enabled and networked;
On-line learning circles extend the learning
process before and after formal training
Multiple channels Wikis Job Aids Video Ask the Blogs
Developing learning content that is Performance Podcasting Community
simultaneously deployed to multiple Support
devices including mobile
Course Availability Alerts

Learners receive proactive text / email Apps Coaching &
Mentoring
notifications of courses
Blurring of learner and expert

Networked and “socially-endorsed” experts Learner
augment credentialed faculty Simulations Experience Job
& Serious Shadowing
Games & Pairing
Use of wearable and other mobile devices
Integrated, real-time performance support;
learning through self-feedback
Social and gaming functionality eLearning & Instructor Action Learning KM Accreditation
V-classroom Led Network Forums/ System
Enable people to share learning informally, Training Communities
make learning more fun, and use gaming
to provide a safe place to experiment
Predictions regarding the future of learning

1. Credentials, badges, nanodegrees,
and other forms of skill verification will significantly
displace degrees
2. The “unbundling of education” will continue

and open source, open access, life-long education
becomes the norm
3. The line will blur between educational and industry

learning offerings
4. Learning becomes collective experimentation;

maker cultures and hackathons proliferate
5. Content development shifts to learning design

and curation
6. Auto-analytics and smart bots will help employees

learn from themselves
7. Nanobots in your bloodstream will deliver information

to your brain
37
2.3.2018
Will ability to learn be more important than education, experience, and

even specific skills?
What is Google really looking for in candidates? Ability to learn.
Based on data analysis of high performers:
Google place priority on:

• Learning ability and general cognitive
capability
• Emergent leadership
• Humility
• Ability to take ownership
• How people learn from failure
Lowest priority?
• Education
• GPA
• Experience
• Specific skills (except for coders)
Actions to consider
1. Identify which emerging technologies could be “quick hit” applications
that boost the performance of your critical operations or workforces – and pilot
one within six months to create initial momentum and awareness
2. Do a diagnostic regarding where you can best apply the industrial internet
in your operations
3. Identify practices ripe for automation and reinvention (e.g., ux ex cx)
4. Consider which workers and work practices could benefit from existing
artificial intelligence to boost their cognitive power – and try out a pilot
5. Design a game around a behavior you want them to adopt and try it out
with a team
6. Identify jobs – or portions of jobs – that are most likely to be automated in

the future and build your findings into your human capital planning initiatives
7. Develop a plan to help your workers build the skills they will need the future
and gain serial mastery – and work with educational institutions to help build
a future workforce
38
2.3.2018
Part 3: Digital Democratizes

the Employee Experience
Technologies are changing the employment experience

• Employee wearables and other devices that
quantify and augment the employees’ capabilities
• Ubiquitous learning technologies Fundamental rethink

of what it means to
• Advanced analytics be an employee
• Digital talent exchanges and candidate profiling
• Crowdsourcing technologies
• Open market platforms (e.g., to determine pay,

schedules, projects)
• Real-time pulse surveys and feedback
• Social and other co-creation technologies
• Consumer applications that find a home

in the enterprise (e.g., Linkedin)
39
2.3.2018
Digital is leading to more humanized

and democratized employment experiences
FROM: TO:
Opportunities limited to few Opportunities expanded for all
People processes are centrally People processes are more

defined, standardized, and pushed democratically “co-created”
out to all and customized
Fragmented employee services Seamless, end-to-end employee
organized by department services organized around employee
needs
Forced fit between talent and task Custom fit between talent and task
Sporadic learning for some Ubiquitous learning for all
Work-life balance Work-life integration
Digital drives a globally connected,

highly diverse, and liquid workforce
Skills are fluidly sourced from anywhere within or outside of the enterprise to create dynamic
teams and open opportunities for all
Meet Maria: Working Meet Mike: Senior systems

from home in Pakistan engineer with no college degree
Works remotely as a virtual People with no degrees can be found
assistant through Samasource, as through digital profiles and databases
she resides in a Taliban-occupied of searchable certifications, MOCC
region of rural Pakistan that prefers results, skills tests, and third party
women remain at home. credentials for project work
Meet Angelique: Her passions Meet Anusha: An Indian

match her projects woman with autism
IDEO’s The Tube helps match her Hired by SAP as an IT worker as
to projects based on her passions, part of their plan to spur innovation
expertise and experience - rather at the edges by targeting having
than proximity or prior knowledge. people with autism represent 1% of
the company’s work force by 2020
Meet Johan: Older German Meet Brad: An available

works for the duration of consultant between projects
a project Uses Accenture’s Digital Talent
A 70 year old medical researcher Broker platform that matches
uses YourEncore to match him to available people to temporary
projects instead of taking on a job projects
40
2.3.2018
Digital is changing the way we match talent to task

Can Facebook posts reveal your personality?
Management professors can determine statistically valid personality
profiles from Facebook that can be used to determine cultural fit
Can an algorithm judge the quality of your work?

Facebook and Amazon use Gild, which uses algorithms to scour the Internet
to determine if someone’s code is well-regarded by others and how they
communicate
Can a simulation or video game identify future leaders?

Royal Dutch Shell uses Knack video games that calculate a worker's potential
as a leader or innovator. Tests against current workforce reveals it works
Will virtual work trials or competitions be the new interview?

A SaaS company has potential hires participate in at least two virtual “code
reviews” to see what kinds of contributors, collaborators and critics they might be
Will job postings be eliminated in favor of social networks?

Zappos eliminated job postings; candidates join their social network instead
Can analytics predict your career moves–before you make them?

Bloomberg Beta can identify entrepreneurs before they’ve even decided
to ever start a company
The democratization of the employee

experience can infuse all talent processes
Recruiting and hiring Employees can now use social media – like
posting videos explaining their jobs and the
Onboarding company culture to others – to onboard new
colleagues themselves.
Employee surveys
Learning
Performance management
Employees can use social media to advise
Career development career counselors how best to counsel them,
instead of having HR provide this advice.
Leadership development
Rewards and recognition

New leaders or successors can be selected
Job definitions
in part through opinion polling on social
Succession planning platforms. Potential leaders can be
identified through analysis of social sites
Employee communications regarding how they influence others.
41
2.3.2018
The Employee Experience

mimics the Customer Experience
MARKETING HR
Customer Insights and analytics Employee insights and analytics
Personalized and customized Personalized and customized for

for the customer the employee
Seamless customer experience Seamless employee experience
Co-creation of value with the Co-creation of value with the

customer employee
On demand services for the On demand services for the

customer that anticipate and employee that anticipate and
meet a need – before it occurs meet a need – before it occurs
Human Capital Analytics

• What are the skills
in demand and where?
• Which skills have a higher
demand supply gap?
Workforce
planning
• Why do people
join an organization?
• What does a high
performer look like?
Attrition Recruitment • Which skills takes
more resources to hire?
Talent Life
• What are the current
trends in critical workforces? Cycle
• Why do people leave Analytics
a particular workforce?
Engagement Learning • Are people completing
the right training?
• Are we investing in
the right skills?
Performance
• How do I engage some • What are the critical drivers
of my best talent? of high performance?
• What actions could be taken • Do the specialized incentive
to keep people engaged? programs for high performers
drive engagement and retention?
42
2.3.2018
The emergence of the quantified employee

Auto analytics transforms the work experience by enabling workers to coach themselves,
helping them improve creativity, manage their time, improve their energy, or determine
if they have bandwidth for a new project
The Outside View employees are required to download a variety of

smartphone apps that help them track everything from the amount of time
they sleep, the distance they walk or run, what they eat, how much time they
spend sitting at their desk and even their ‘happiness’ levels. According to the
founder, if employees “didn’t want to do it, [they] were out.”
Quantifying employees can transform organizational practices that lead to happier employees
Bank of America had its call center workers wear sensor-rich ID badges
equipped with two microphones, a location sensor and an accelerometer to
monitor the communications behavior of individuals — tone of voice, posture
and body language, as well as who spoke to whom for how long, and where
in the office employees tend to move and/or congregate
Call center managers were surprised to discover that workers who took
breaks at the same time as others are happier and completed calls 23% more
quickly than workers who took breaks in staggered shifts. The result was a
75% reduction in call centers’ burn rate. The bank saved $15 million in call
center costs by changing how it scheduled breaks.
Actions to consider
1. Develop a holistic workforce strategy that includes the extended workforce
2. Use digital to radically redraw the talent map – including tapping into a global pool
of talent in the cloud and accessing underutilized talent pools
3. Become an expert talent broker – use new ways to identify and match internal or
external talent to task so that talent can be fluidly deployed on a just-in-time basis
4. Develop an employee value proposition and strategy that includes customization
5. Determine which talent practice could benefit most from applying analytics,
and try it out
6. Consider ways to quantify your employees to boost engagement and productivity
43
2.3.2018
These themes have many implications

on the future of the HR function
Implications
HR in the
digital age Digital radically disrupt HR
Social drives the democratization of work

Agile HR
HR drives the agile organization
The rise of the extended workforce

Global
scale of HR Reconfiguring the global talent landscape
Tapping skills anywhere, anytime

Insight
driven HR Talent management meets the science of human behavior
Navigate risk and privacy in a more complex world

Evolution of
talent & work Deliver seamless employee experiences
Managing your people as a workforce of one
Q&A
44

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2.3.

Gülçin Özcan – Accenture SAP Country Lead

Enterprise Resource Planning (ERP) Applications 4

Business Process Management (BPM) 5

Customer Relationship Management (CRM) 6

Digital Supply Chain (SC) 7

Human Resources (HR) Applications 8

Enterprise Resource Planning (ERP) Applications 4

Business Process Management (BPM) 5

Customer Relationship Management (CRM) 6

Digital Supply Chain (SC) 7

Human Resources (HR) Applications 8

US$32.9B 435,000 5,000+ CLIENTS

Communications, Media &

Enterprise Resource Planning (ERP) Applications 4

Business Process Management (BPM) 5

Customer Relationship Management (CRM) 6

Digital Supply Chain (SC) 7

Human Resources (HR) Applications 8

Typical ERP vendors

Gartner is expecting “significant” improvement in the demand for ERP

The backbone of a digital enterprise Now

High Perf. Apps

ERP 1.0 ERP 2.0 ERP 3.0 ERP 4.0

THE NEW SAP DIGITAL Business Network / Cloud Applications

2 Premise and in the Cloud

Mainframe Client/Server S-Innovations Private Cloud Public Cloud

1979 1992 2004 2015

Copyright © 2017 Accenture All rights reserved. 3

ACCENTURE VIEW ON THE SAP DIGITAL PLATFORM

Systems of Reco rd • Integrated and simplified

SAP CLOUD • From system of record and

S yst ems of Business Services • Connecting planning and

Analytics / • Accelerating industry

Sources: Panorama’s 2017 ERP Report

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Migration test 1 & 2

SAP FUNCTIONAL SME

Finance Supply Chain Procurement Commercial …

Enterprise Resource Planning (ERP) Applications 4

Business Process Management (BPM) 5

Customer Relationship Management (CRM) 6

Digital Supply Chain (SC) 7

Human Resources (HR) Applications 8

A business process is defined as a set of activities and

BPM is often confused as a process

Business process management (BPM) is a

BPM enables an enterprise to align its business

Quick Value Generation

Delivering Measurable Results

Re-Usable BPM Solutions

Key strategy for business performance improvement

Addressing external stakeholder requirements

Commitment to marketing, communication, education,

For organizations to be able to drive successful BPM

Enterprise Resource Planning (ERP) Applications 4

Business Process Management (BPM) 5

Customer Relationship Management (CRM) 6

Digital Supply Chain (SC) 7

Human Resources (HR) Applications 8

• The 1980’s onwards saw rapid

• Sellers had little pricing power

• The only protection available to