Integrating ‘Future Of Work’ Concepts Is Unavoidable A s a result of the impact of COVID-19 on global operations, nearly eight out of 10 GBS / SSO leaders are already adopting a Future of Work (FoW) approach in their operating models – rethinking what they do, where they do it, how they do it – and who does it. Indeed, alongside automation, FoW has emerged as the leading strategy to guarantee today’s most critical corporate imperative: enterprise resiliency.
Are you currently developing a “Future of Work” startegy for SSO/GBS
If yes, does it include the following? (Respondents could select all that apply)
69%
Rethinking ‘where’ work is done
as a response to COVID-19?
65%
Rethinking ‘how’ work is done
55%
New processes
52%
Enhanced automation
Yes 78%
Rethinking the nature of current work (‘should it be done’)
49%
37%
Rethinking ‘who’ does work
33%
Location-less delivery strategy
Use of new types of resources such as temporary workers, contractors, third party agile teams.
23%
We have no Future of Work plans in place right now
12%
Source: SSON’s Office ‘ Re-entry” Strategies for SSO/GBS (May 2020)
6%
Other
Under the impact of the pandemic, business continuity plans were severely tested, and those that relied primarily on shifting work to alternate centers were found to be ineffective. However, center leaders that had already prepared for offsite work – often in areas tested by vagaries in weather or power supply – found themselves better prepared. CACI’s Bryan Jester explains that he had signed off on a revised business continuity plan just weeks before the pandemic truly hit operations in the Oklahoma City center.
FoW has emerged as the leading strategy to guarantee today’s most critical corporate imperative: enterprise resiliency.
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Future of Work: How to rethink the Service Delivery Model as a result of COVID-19
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