DXCTechTalk

I do see work shifting - for the most part, the more routine work is being eliminated. This has its challenges, but can be good as well, as it frees people up for the more complex decision based work

@Mahesh_K_Shah The folks impacted by this change will need to get reskilled or risk being left behind.

I do see there is a need for skill upgrade for people. This could be as simple as, data entry operator may need to know, start or stop or troubleshoot an automation job.

Yes, learn and adapt: more focus on analytics, data science and solving business problems.

agree with both comments..some reskilling will be needed (skill shifts). Don't forget, it will create many new jobs in automation as well that don't exist today...

Skill upgrade is always easy to state but hard to achieve. It requires deep commitment by enterprises and individuals.

Completly agree

@Mahesh_K_Shah When as an IT guy you can shift from routine jobs to helping people improve how they work, jobs will be more fun... you hardly get noticed for keeping the mail server running ... but help someone automate a tedious job and you will be the office hero

Historically the jobs automated away tend to be the most repetitive and burdensome. For each job automated away several have been created (time and time again)

@Spithout Automating tedious jobs is great. How about closing the #gendergap; diminishing biases with automated hiring process?

@Mahesh_K_Shah @LisaAnneBraun @CarlosLopez-Abadia Totally agree.

@HJHtweets I think that's a really important issue... but also in automation biases will not automatically disappear. For instance with applying machine learning in hiring process it is vital to train with good data sets otherwise the algorithms will learn from existing bias

for most areas I would suggest that re-skilling should already be a core competency, ensuring access to opportunity needs its focussed share of AI and opportunity to put the right people in the right place to grow.

@Spithout Good point. Good article here: https://www.wired.co...

As always the next generation does not have a problem, but as velocity of change increases the agility to re-skill oneself and for an enterprise to upskill itself and its people can become a differentiating competence

@Spithout I think that bias is in the current process because of the people, not from the rules... by and large - therefore I have faith that the automation can optimize for outcome e.g. the most talented and strongly functioning digital team

-we see a few: one is understanding the real process, two is automating the right things (the ones that will really drive impact), and three is the ability to then scale the automation over time and turn it into a core capability...there are other challenges of course

I'd imagine that we will begin to bump into the natural - how to link log/monitor data to a core TXN / process problem... but machines can learn this pretty quickly with a bit of data

Mahesh I see another one which is working with a resistant workforce who feel threatened by the move to automation.

Resistance to change and to new tech in general is not new. It is a human reaction. We need to consider the human impact if we are to be successful.

Yes, @Darryl Hoffman, I agree, a resistant workforce is definitely a consideration.

Absolutely agree, the way to approach the change is what presents the new opportunity here. The way to encourage and drive change and the direction we take in working across the silos that Mahesh mentions is the key.

I would add the fear of breaking something. Revenue generation usually reigns supreme, so need to expertly articulate how the expected business value add outweighs the risk, and even further the risk of inaction and being left behind

may be 5 is overkill...2 for 1 is plenty!

I was actually going for 10.... and brought it down to 5 ... but I would settle for 2 ... but for most companies could do with a lot less processes as they accumulated over years...

It's not just reducing processes, it's streamlining the processes that are required.

Required processes need to be as streamlined as possible, fully agree, but before optimizing, the first question should be "do we need this process" and the second question should be "do we REALLY need this process"..... then start optimizing.....

Well, yes, of course. Those have always been the first questions that needed to be asked in any automation effort.

and some how.. most of the time new processes appear but seldom old processes disappear ... so although it's kicking in an open door to tell people to really think about the need of a process, it is kind of needed ... that's why I proposed the rule 1 new process = 5 old ones gone

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This system kept insisting that I log into Crowdchat via Facebook but would not let me do it via the new DXC Workplace Facebook. The only way I was able to get in is by using my LinkedIn account. What good is DXC workplace if we can't use it to access these session

That's an interesting question/idea, Tracey. You're meant to log in via twitter (works best), LinkedIn or Facebook (actual public Facebook). I'm not sure workplace would work since its a private/internal tool. This is an external, social chat.

Tracey - Workplace is an internal channel accessible by DXC employees only. While it's a Facebook product, its design and use are completely different. Currently, there is no integration between Workplace and Crowdchat.

Absolutely!

Need to understand our client's business if we are to effectively help them transform

I am certain that there are some pro forma business processes that as we look across industries and geographies will create scaffolds

You can see both. Most successful companies are those that lead with business outcomes and engage full enterprise in the transformation.

-> they're all information problems, the question is whether the information silos are busted or not???

It could be.

Like most things, I believe it starts with a digital strategy first typically, that strategy should be decomposed into what needs to be in place in front and back office...i do believe back office is key though to net full dividends

Good post by @danhushon on back-office transformation: https://blogs.dxc.te...

front office is a "view" the "model controller" do the work... the business processes!

wonder if that implies a move away from out-sourced IT partners to in-sourced IT staff

New grads have job opportunities? Great for them

we should absolutely do more process development with user driven, outcome based design

I think it's one of the key things that are done in the DXC digital innovation workshops.... customer journey is extremely important ... especially if the competition is one click away....

Entrenched enterprise companies have their brand, channel and install base of customers as assets..the newcomers have innovative capabilities and operational agility. If the enterprise recognizes the threat and adjusts fast enough, they usually win.

let's not forget that the market gives the small upstarts time to "fix" themselves - a luxury not always offered to the largest - but more to the humble for sure