The Leader Magazine

MAR 2019

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the leader March 2019 41 t en drivers to note I have found that there are ten key drivers of operational environments that change over time (see Figure 2), and that they require constant monitoring so that the correct workstyle framework can be applied at the right time. These drivers are good indicators of which framework and which workstyle will deliver the best results (see Figure 3). How can we possibly know when the right framework with the right people at the right time are in union? And, more importantly, how do we keep this delicate balance going in a constantly changing world? The answer is through digital automation! Just as blockchain, artificial intelligence and robotics have and will simplify and automate many manual tasks (contract exchange, predicting online shopping preferences, automating accounting treatments, etc.) so, too, will these core technologies revolutionise the way companies organise and re-organise their resourcing and procurement strategies around CRE. Or, more precisely, it will be more and more automated and "left" to the digital robots to manage. This will become the 21st century's contribution to the history lesson! Using data analytics to map an organisation's operating environment centres on extracting and manipulating information in real time from the firm's data warehouse or cloud databases. For example, identifying how strategic a function is can be found in the amount of spend on a service compared to all services within the organisation. Higher spend and focus can be attributed to higher strategic value in some instances. By adopting a similar approach to all ten drivers, we start to get a picture of the operating environment and can "apply" the right framework with the right people for that specific time. The use of digital analytics now makes it possible to align organisational data with vendor framework data, even down to individual data (and human resource and recruitment data). By aligning these key data inputs, comparing all, and realigning to match, organisations' operations will run at optimum efficiency. For example, data warehousing and cloud technologies store data in cross-platform environments, making it possible to store and retrieve it in real time. Big data allows information to be managed in large volumes, making it a rich, multi-faceted data source. The Internet and Internet of Things (including wearable technologies) provide automatic data capture and enhance existing data sets – even down to the individual level. The future is an automated, self-orientating operating environment that realigns itself to the organisation's ever evolving operations, delivering the right people (workstyles) at the right time in the right framework. Understanding individual workstyles, whether the gig worker or – as a part of outsourcing organisations or within the client organisation – and aligning them to the ever-changing operating environments via the ten key data sets is becoming the new competitive advantage and is fast becoming a reality in the new digital age. Dr. Paul J. Luciani is the Asia Pacific real estate leader/Business Enablement for Ernst & Young Services. Figure 2 Figure 3

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