future work now

Future Work NowMichelle C. SealePrincipal, Strategy Oil & Gas |Ernst & Young LLP

Future Work Now

Why

Future Work Now

The Fourth Industrial Revolution represents anexistential threat to companies in every industry

Future Work Now

Employees more likely tostay at a purpose-drivencompany1.

3xThe amount of new technicalinformation is doubling everytwo years2.

2x

Jobs will be displaced by2030 as a result oftechnology advances3.

2billion

Number of jobs the averagecollege senior will have by age 384.

10–14of Fortune 500 companies from2006 no longer exist5.

50 %

Sources:

1. The Energy Project, What Is Your Quality of Life at Work, 2013

2. Quartz, https://qz.com/472292/data-is-expected-to-double-every-two-years-for-the-next-decade/

3. EY research

4. Association of American Colleges and Universities – The Economic Value of Liberal Education

5. Richard Foster, Yale University

Future Work Now

Employees are now more diverse and distributed than ever

Projected gap in the USworkforce by 2020.17million

of US workers work fromhome some or all of the time.45%

Gen X“Email me”

Traditionalist“Write me”

Boomer“Call me”

Millennial“Text me”

Full-time Contingent RobotsMobile/traveler

Future Work Now

We as an ecosystem will have torespond to the impact of roboticson our processes and employees— adaptive learning and “humanskills” will be required of ourfuture workforces.

Source: https://hbr.org/2017/02/25-percent-of-ceos-time-is-spent-on-tasks-machines-could-do

Source: http://fortune.com/2016/10/17/human-workforce-ai//

Source: https://www.cognizant.com/the-work-ahead

Future Work Now

Change is now a continuous factor that is happening at arate never before seen …

By 2020 more than 75% of the S&P 500 willbe companies that we haven’t heard of yet.

— Richard Foster, Yale University

“When it comes to the future ofwork, a late adopter is thesame as out of business.”

— Jacob Morgan

Future Work Now

How do you respond to the complexity of theseworkforce dynamics in this environment of everincreasing change?

Future Work Now

What

Future Work Now

Future Work Now is atransformational program designed tohelp companies create an agile,flexible and resilient workforce that iscapable of thriving in the digitaleconomy.

Future Work Now

Our program consists of seven levers we believe are centralto creating this new capability

Identifying anaspirational reasonfor being, servingas the backbone ofthe FWNexperience.

Identifying anddeveloping newcompetenciesnecessary toeffectively lead inthe digital age.

Understanding roleand team fit in aneffort to customizetechniques byemployee type andimprove overallperformance.

Helping employeesbring their best selfto work byincreasingindividualmindfulness andremoving internalstressors inresponse toexternal stimuli.

Harnessingtechnologyto createpersona-basedexperiences toinfluenceengagement,adoption andproductivity.

Setting the idealmotivations andrewards to createan inspiredindividual, teamand organization.

Creating synergybetween people’swork experienceand physicalenvironment.2

Globaldigital

leadership

3Teamingability

4Mind

clarity

5Technologyexperience

6Performanceand rewards

7Physicalenvironment

1CollectivePurpose

Future Work Now

Future Work Now integrates your operatingmodel with your operating environment

Businessmodel

Future Work Now

Our Story

Future Work Now

Trends challenging EY, igniting our journey

Low EY WorkspaceSatisfaction Index

Average age of EY anemployee.

32

Minutes average EY employee commute time

30–60

EY people, on average, in the office at any given time.

43%Employees part

of an organizationwith a greater senseof purpose are 1.4xmore engaged and

3x more likelyto stay.

Smart machines willreplace 1 in 3 jobs

by 2025.

of employeeswould switch to amore empathetic

companyfor equal pay.

of employeeswould stay with a

company thatempathized with

their needs.

In 2013, theaverage office spaceallotment shifted from

200 to 150 squarefeet per employee.

Virtual andnetwork teams

composed of varyingemployees dominatethe new landscape.

56%

35%

Future Work Now

Transformation journey

3. Teaming abilityRelentless pursuit of the best fueled by the caliberof our people, the effectiveness of our teams andthe strength of the relationships we build.

5. Digital leadershipDeveloping and preparing our people to lead in thedigital age.

7. Physical environmentAlign the strategies of IT, HR and Real Estatefinding a balance between cost, productivity,recruiting, retention.

6. Collective purposeCommitment to our collective purpose of Building aBetter Working World.

1. Mind clarityCommitted to helping each person bring morepresent moment awareness to our lives and work,increasing the physical, mental and emotional wellbeing of our people.

4. Performance and rewardsTransforming the way we attract, develop andretain the best talent to meet the evolving needs ofour people.

2. Technology experienceContinued focus on leveraging technology toincrease engagement, collaboration, efficienciesand productivity.

1 2

3

4

7

6

5

Promote a trust-based flexible environmentthat enables our people to deliverexceptional client service, individually andthrough our highest performing teams, andhelps to attract and retain the best talent

Provide energizing and efficient workspacessupported by current technology thatenables our people to work fluidly both inand out of the office

Assist clients to create a strategic directionand road map to align the strategies of IT,HR, Real Estate, Communication, ChangeManagement and Workplace Services

Future Work Now

Learn more about Future WorkNow and Talent atey.com/oilandgas/talent

Future Work Now

Michelle C Seale

Principal, Strategy Oil & GasErnst & Young LLP

Author biographyMichelle is a principal in EY’s strategy service based in Houston, Texas. She leads thestrategic transformation service for Oil & Gas in the Americas. She has 25 years of experienceleading large-scale transformational programs in the energy sector including oil and gas,mining, and power and utilities. Her focus is on the end-to-end strategic considerations of anytransformational program such as strategy definition, operating model, organizational design,KPIs/metrics, performance management and governance. She led the transformationalprogram for Suncor in Canada when they acquired PetroCanada’s downstream assets, whichincluded all change management implications within business operations. She also lead thechange management program for Sasol in South Africa to implement a new operating modeland organizational structure, as well as the change management implications associated withend-to-end process redesign and technology enablement.

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