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Redefining Talent For The New World of Work

In the future world of work, a dizzying mix of robotics, artificial intelligence, freelance workers and full-time employees will all be essential to achieving objectives. To thrive in this new environment, organizations need a portfolio-based talent strategy designed to align its people, processes and technology and demonstrate agility by being focused, fast and flexible.

By ·

Exponential change is at our doorstep. The World Economic Forum states that we are on the brink of experiencing a Fourth Industrial Revolution. Some predict that we will undergo changes in multiple aspects of our lives in the next five years on a scale comparable to what we experienced in the previous 50 years.

There are good reasons to for supply chain managers to pay attention to these changes. According to research by McKinsey, companies with more agile supply-chain practices had service levels that were seven percentage points higher, and inventory levels that were 23 days lower, than their less agile peers did. One of the key findings reflected the importance of workforce agility and labor flexibility in achieving these results.

We’re already beginning to see the early signs of the unprecedented velocity, scope and impact of these changes on the workplace. In all likelihood, in just a few short years, the talent landscape will look completely different for all functions within a company. While the specifics may vary by industry, no organization is immune to some of the major shifts that are already underway.

This complete article is available to subscribers only. Log in now for full access or start your PLUS+ subscription for instant access.

 

By ·

Exponential change is at our doorstep. The World Economic Forum states that we are on the brink of experiencing a Fourth Industrial Revolution. Some predict that we will undergo changes in multiple aspects of our lives in the next five years on a scale comparable to what we experienced in the previous 50 years.

There are good reasons to for supply chain managers to pay attention to these changes. According to research by McKinsey, companies with more agile supply-chain practices had service levels that were seven percentage points higher, and inventory levels that were 23 days lower, than their less agile peers did. One of the key findings reflected the importance of workforce agility and labor flexibility in achieving these results.

We’re already beginning to see the early signs of the unprecedented velocity, scope and impact of these changes on the workplace. In all likelihood, in just a few short years, the talent landscape will look completely different for all functions within a company. While the specifics may vary by industry, no organization is immune to some of the major shifts that are already underway.

 


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Article Topics

Labor Management · Talent · All Topics
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From the September-October 2018
This month’s issue will help you in your job of staying ahead of the pack, following the leaders and, with luck, blazing the next trail.
The 2018 Supply Chain Top 25: Follow the leaders
NextGen technologies: Building the supply chains of the future
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EDITORS' PICKS
Supply Chain Managers Hoping to See Rebound in Global Ocean Cargo Container Sector
The continued rise in fuel prices and chartering rates had a negative impact on the earnings of the...
APICS Awards of Excellence Salutes Prominent Supply Chain Leaders
APICS CEO Abe Eshkenazi noted that there was a “record-breaking” number of nominations in four...

How Inbound Logistics Networks Can Be a New Source of Savings
A capstone research project sponsored by a major CPG company looks at how different supply network...
Damco’s Supply Chain Services Under Maersk Banner Will Be Tracked Closely by Managers
Industry analysts have greeted the news with mixed forecasts....