rohit talwar - professional services 2020 - managing partners forum - november 21st 2011

Professional Services 2020 Rethinking our Businesses for Tomorrows World

Managing Partners Forum - London

November 21st 2011

Rohit Talwar CEO - Fast Future Research

www.fastfuture.com rohit@fastfuture.com Twitter @fastfuture

Contents

Presentation p. 3

About Fast Future p. 62

Image Sources p. 70

Driving Future Growth

Business

Trends

HR 2020 Core

Skills

Organisations Need to Work on

3 Horizons in Parallel

1-12 Months

Operational

Excellence

1-3 Years

Drive for

Growth

3-10 Years

Creating

the Future

Growth is not Guaranteed

Thinking is Back in Fashion

Transformational Change?

Its Only Just Begun

The World in 2020

Demographic Destinies 2 billion more people in 40 years

Demographics is Driving Economics

1998

448 691

729

5231

4157

739

1030

344

585

Source : United Nations 2010 2050

Life Redefined Lifespans are Increasing

Under 50s have 90% chance of living to 100.

Aubrey de Grey suggests

we could live to 500 or 1000

What are the health,

housing, consumption and

resource implications?

What kind of opportunities

will be created?

BCGS 2011 Global Challengers and Emeriti: Origin Countries

33

20

14

8 6

5 4

3 3 2 2

1 1 1 1 1

0

5

10

15

20

25

30

35

Source: Boston Consulting Group, January 2011

Service is the Killer App

Tackling Complexity

Process

Organisation

Information / Systems

Regulatory

Human

Think Like the Customer

e.g. Open Innovation

New Business Thinking

e.g. Ultra-Quick Construction

New Business Models - Auctions

3088 8791.50 81

Access vs. Ownership

Telephony Voice

Messaging

SIM card

Phonebook

Ring Tones

Security

Connectivity Cellular

Up to 14 bands

WLAN/BT

GPS

NFC

FM

Data/

Enterprise 100Mbps

Email

IMS

Browsing

VPN

PIM

Ecommerce

Payments

Software Protocols

Middleware

Applications

User Interface

Minimize fragmentation

Multimedia Camera 8-16M

Camcorder

24M Color Display

Memory (160GB)

Multiformat A/V HD Video/TV out

Games

(50-100M Tps)

DRM

TMT Convergence and Immersion

Next Generation Interfaces

Haptics / Holograms / Interactive Surfaces

Focus on Growth Industries

Rising Infrastructure Spending

CIBC projects up to $35 trillion in public works by 2030 (1)

Annual spend:

North America $180Bn

Europe $205Bn

Asia $400Bn

Africa $10Bn

Green Buildings - $600Bn by 2015

Airport Expansion by 2020

China from ~150 to 244

India from ~100 to 150

Opening Up Education

Green Transport Revolution

Extending the Experience

The Slide@T3

Changi Airport - Singapore

Virtual Grocery Shopping Tesco South Korea

3D Printing

$1Tn+

The Evolving HR Agenda

Barriers to HR Effectiveness over

the next decade

Lack of

business and

strategic

understanding

in the HR

function

46%

Failure to

attract,

develop, retain

and reward

suitable talent

at all levels

46%

Emphasis on

cost cutting

over people

development

43%

Corporate

culture not

valuing

talent

development

39%

Maximising HR's Contribution -

Critical Roles

61%

44%

37% 35% 34% 31%

0%

10%

20%

30%

40%

50%

60%

70%

Becoming a strategic partner,

coach and mentor and developing HR

as a source of competitive advantage

Acquiring, developing and retaining talent

Managing change and cultural

transformation

Individualisation and personalisation of

HR services to meet the differing needs

of leaders, managers and

employees

Addressing the demographic

challenges of a global and multi-

generational workforce

Becoming a learning organization

Strategic Priorities for HR

Aligning HR / talent and

business strategies 73%

Nurturing engagement /

commitment 58%

Developing clear HR

strategy 51% Developing global model

for people & skills 49%

Leadership and Management

Development

Managing, motivating /

integrating a multi

generational workforce 58%

Build management /

leadership capability to

manage an increasingly

global /diverse workforce 57%

Help management and

leadership to work in a

flat structure 49%

Supporting Employees

Maximising individual talent, competence,

commitment, and contribution 56%

Building and sustaining employee

trust and engagement

Helping employees find a sense of

purpose and meaning in their work

43%

39%

Performance Management -

Maximising Employee Contribution

Supporting lifelong learning -

continuous re-skilling 61%

Implementing real-time learning /

development solutions 49%

Improving training / delivery

effectiveness 40%

Operational Delivery Priorities

Consistent / Auditable

Process & Policy Execution

Supporting self-organising and

self-directed teams

Cost control Managing business risks

50% 48%

41% 41%

Organisation Design and Culture

Facilitating alignment between

strategy and organizational

design, culture, values and

ethics 65%

Developing organizational

capacity to respond quickly /

adapt to change 60%

Redesigning organizational

structures to ensure flexibility /

responsiveness 48%

Ensuring HR policies can support

boundaryless org models 42%

HR Technology Priorities

Enabling the workforce to stay

connected in remote locations Enabling self-service by managers and employees

Providing up to date employee-

centred information

Using social media based communications

internally to drive engagement / retention

52% 47%

40% 38%

Outsourcing HR Prime Candidates

Education, training &

development 55%

Compensation & benefits

administration 51%

Employee administration 46%

Management of the HR Function

Anticipating key

trends and

developments that

could impact HR and

talent related issues

in the organisation

Building a deep

understanding of

business in general

and of their own

organisation in

particular

Developing HR as an

effective partner,

coach and mentor to

the business

58% 50% 50%

Where are the Opportunities?

Networks

Development

Innovation

Business Models

How can Leaders Respond?

Lead or Follow?

Make Time and Space for Change

Be Sticky and Magnetic

Create Tolerance of Uncertainty

Encourage Experimentation

Broad Scans and Deep Dives

Embrace Networks and

Associations

Encourage Curiosity

Conclusions Winners

Forward Looking

Experimental

Tolerant of Uncertainty

About Fast Future

Fast Future

Core Services

Live Events - Speeches, briefings and workshops for executive management and boards of governments, investment funds, development agencies , companies, airlines, airports, hotels, venues, CVBs and associations

Future Insights - Customised research on emerging trends, future scenarios, technologies and new markets

Immersion - Deep dives on future trends, market developments, emerging issues and technology advances

Strategy - Development of strategies and business plans

Innovation - Creation of business models and innovation plans

Engagement - Consultancy and workshop facilitation

Fast Future Research, consulting, speaking, leadership

5-20 year horizon - focus on ideas, developments, people, trends and forces shaping the future

Clients

ING, ABN Amro, Laing ORourke

Marks and Spencer

Airports - Aeroports de Paris / Schiphol Group

Vancouver Airport Services

Industry Associations ICCA, ASAE, PCMA, MPI

Corporates - GE, Nokia, Pepsi, IBM, Intel, Orange, O2, Siemens, Samsung, GSK, SAPE&Y, KPMG,

Amadeus, Sabre, Travelport, Travelex, ING,

Santander, Barclays, Citibank, DeutscheBank

Governments - Dubai, Finland, Niger