People working

Perspectives

The financial workplace of the future series

Five future-proofing trends that are reshaping organizations

To become a workplace of the future, financial services organizations will look to overcome legacy issues such as aging core banking systems and growing webs of regulation, while capitalizing on new technology and new employment models to better serve clients. Explore the articles in this series to learn more.

Technology is creating a cascade of opportunities

The popular imagination seems to have two competing images of the industry: at once traditional and hidebound, but at the same time deeply embedded with technology. As phenomena like robotics, cognitive technologies, and automation continue to advance, they are likely to affect both culture and process.

But are machines poised to “take people’s jobs?” Not in the way people think. That’s because those technology developments are only one part of the story. Leaders in talent functions should know the broader picture so they can own the narrative within their own organizations, inform their leadership, and steer change that is driven by more than media hype.

Expand to continue reading and browse the series:

Stay tuned for more!

This is a six-part article series on the workforce of the future and its impact on the financial services industry.

Core issues to master in order to thrive in the workplace of the future

Transition to the future of work
The days of full-time employees who sit in your building are fading fast. Traditional structures are becoming obsolete as the workforce shifts in its composition, demands, and expectations.

Activate the digital organization
Technology change is visible, dramatic—and only part of the picture. When a company can organize, operate, and behave in a digital way, it can create a workplace that doesn’t only equip teams but also empowers them.

Create the "simply irresistible" experience
Who’s chasing whom? Members of a generation of wired workers who can sell their talents anywhere are not necessarily lining up at your door with hat in hand. As much as pay and title—maybe even more than that—today’s workforce demands an experience.

Optimize the human capital balance sheet
Workers live on both sides of the balance sheet—they’re assets, not just a cost of doing business. That’s good because human capital is often the biggest component of any profit and loss (P&L). But it’s a challenge because employers may need to navigate changes in health care, pension reform, immigration regulations, tax laws, and workforce composition in order to make sense of the master cost-benefit equation.

Sustain organizational performance
This is the capstone that brings the other pillars together. "Playing defense" against disruption isn’t only a weak response—it’s also a fleeting one because while you’re celebrating your defense, the disruption never rests. The biggest organizational challenge is to stay ahead of the pace and never flag.

Transition to the future of work
The days of full-time employees who sit in your building are fading fast. Traditional structures are becoming obsolete as the workforce shifts in its composition, demands, and expectations. To capitalize, organizations need to be proactive in understanding how work will be done in the future and what the workforce and workplace should look like.

Activate the digital organization
Technology change is visible, dramatic—and only part of the picture. The organization must transform in step with the tools it uses. When a company can organize, operate, and behave in a digital way, it can create a workplace that doesn’t only equip teams but also empowers them. To do that, organizations must understand and activate their "digital DNA" and develop leaders who know how to act, think, and influence according to new patterns.

Create the "simply irresistible" experience
Who’s chasing whom? Members of a generation of wired workers who can sell their talents anywhere are not necessarily lining up at your door with hat in hand. As much as pay and title—maybe even more than that—today’s workforce demands an experience. From the physical workspace to the digital workplace, from the leader to the front-line employee, and from performance management to incentives, a simply irresistible experience puts employees at the center, helps them feel engaged, and keeps them in the fold.

Optimize the human capital balance sheet
Workers live on both sides of the balance sheet—they’re assets, not just a cost of doing business. That’s good because human capital is often the biggest component of any profit and loss (P&L). But it’s a challenge because employers need to navigate changes in health care, pension reform, immigration regulations, tax laws, and workforce composition in order to make sense of the master cost-benefit equation. The stakes? Not just red and black numbers, but also an organization’s corporate and employment brand.

Sustain organizational performance
This is the capstone that brings the other pillars together. "Playing defense" against disruption isn’t only a weak response—it’s also a fleeting one because while you’re celebrating your defense, the disruption never rests. The biggest organizational challenge is to stay ahead of the pace and never flag. To continue to grow and outperform the market, organizations must constantly adapt and invest in new capabilities so they can take advantage of the rapidly developing opportunities around them.

The future of work: A vital balance between human and digital workers

The future of work is being shaped by the rapid development and adoption of robotics, artificial intelligence, and the open talent economy. How can banking and capital markets organizations prepare for an augmented workforce in which humans and machines expand and extend work across the enterprise and ecosystem?

The on-demand webcast discusses:
  • Activating the digital organization as you transition to the workforce of the future.
  • Other strategic imperatives to consider in creating the simply irresistible organization for employees.
  • Optimizing the human capital balance sheet while sustaining organizational performance.

Fullwidth SCC. Do not delete! This box/component contains JavaScript that is needed on this page. This message will not be visible when page is activated.

Did you find this useful?