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Come behind the scenes for a special episode of the business podcast “Built for Change” by Accenture. Hosts Josh Klein and Elise Hu explore issues shaping work today and tomorrow.
My purpose is to Ignite the Human Spark to build a Better Business and a Better World #morehuman The first female, first Asian, youngest ever CHRO of Unilever and member of the Unilever Leadership Executive (ULE), which is responsible for delivering Unilever’s business and financial performance.View the profile
Jack Azagury is Accenture’s market unit lead for the US Northeast and responsible for clients, people, offices, community involvement, and financial performance across the region. He has strategic responsibility for integrating Accenture’s services to tackle and solve our clients’ most complex problems. Leading more than 10,000 people in the Northeast—spanning Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island and Vermont—Jack focuses on bringing continuous innovation to clients, attracting and retaining top talent and strengthening Accenture’s impact in the local communities. He also is a member of Accenture’s Global Management Committee and North America Leadership Team. Prior to his current role, Jack led Accenture’s Resources business in North America, oversaw Accenture’s North America utilities business, served as the global lead for Accenture's Smart Grid Services business, and led Accenture’s Management Consulting practice for North America Resources and Accenture’s North America utilities strategy practice. Jack has advised organizations globally on large-scale business transformations, cost reduction programs, smart grid programs, mergers and acquisitions, and corporate and business unit strategies.View the profile
Welcome everyone. I meet you and this is a special edition of built for change. A podcast from adventure books Summit, which is bringing together. Some of the most influential Minds across business politics and culture to explore the rapid evolution of our world. And more importantly, what comes next even before accelerated many of the changes were seeing. Now they were at the Forefront harnessing, new technologies for better customer. And employee experience has a lot about throughout the
bill for change series. But since we're at dealbook, we're going to take a look at this transformation more broadly across Industries, and of course, people are at the heart of this conversation. So much of the story of digital transformation is about Skilling and redeploying talent. Their peers in customer satisfaction and more of their employees considered as a great place to work. So today will be looking at some of the environment where employees can do their best work and even be their best
self-employed battle for talent is heating up more than ever business of qualified candidate and especially a lack of diverse qualified candidates. And yet research has shown that the story has been slowest for women and people of color. This is where company's commitment to diversity and inclusion. Become real tiring practices, and pay structures are really important here, but it's also about leadership. Corporate culture has become mainstream, but obviously, there's still a lot of
meaningful work to do. Absolutely. I'm excited to get into the conversation. Let's go to our first guest on this New York Times, dealbook and Accenture edition of bill for change. Our first guest is unilever's Chief Human Resources. Officer. Leenon are Mina is the first female for Asian and youngest-ever chro in company history. In this role. She's responsible for the more than 150,000 people that drive Unilever, and she's working hard to ensure that everyone in the company is able to thrive and do their best work. Since we took on the role as chro Unilever has achieved
a 50-50 gender balance across Global Leadership. A mile ahead of Target. Do you also plays an instrumental role in living standards across the value chain, creating opportunities through inclusivity and preparing people for the future of work. She's the perfect guest to help kick off our conversation, about how the workplace and Workforce are constantly. Evolving Lena, welcome. Delighted to be here. Well, let's start with the big question first, which is which Workforce Trends, you think have covid exposure,
ated that are now here to stay by my side in. This is a moment of rematch nation and revenge for all of us. So let me know the first printed digitization living a life online. Everything is online. Dating 2015. Food friend that I see is that health and well-being has come to the top of every board table and we have set up meetings, everyday to the price of the number one. I'm excited about the doctors. Focus coming on Frontline employee discrimination. I love hearing
be growing conversations about purpose and meaning of you discussed and also well-being. So I'm curious Lena. What does Workforce well-being mean in this new environment? This is holistic health, physical mental, emotional topic. It is no longer can companies say, you know, you go to work, you go off, you look up your old house. It's not my problem, still. I do think we're being has become Central Station the business. You can start physical well-being.
But it doesn't finish at the doors of our office. Joseph. Think about it yesterday. And because workers are making so many more through every considerations of our lives and our well-being. That's obviously leading to what's being called the Great resignation or the great reshuffle. And so I want to talk about Talent. How are leading companies approaching Talent, now, not only to go to recruit the best talents and also keep and retain the best talent. I do think this Pedro. Pascal
assistant different way. Do I want to talk about you to enjoy it every way to think about how they attract and retain in town, even more conscious thing. I want to do meaningful work. I wanted to work at. It's not. Okay, for me to do the focusing. Only. What's the fluffy thing to stop double down on purpose if you want to keep your people in 50 to 75. The number one reason people come to join us because we, as employers have to see people who live in New Zealand.
The good thing is about inclusion and psychological safety, but you go Lena. I want to ask about digitization. How are businesses using technology to harm to harness human potential? Because you talked at the top of this conversation about the importance of Tack and textual. I want to see how it's communicating or linking to Hewitt and their potential. Did you die, anyways, you know, we have a huge amount of investment in online learning which we have two people.
We have, you know, digitized tools for employee safety, while being an assistant. A lot of teeth. How many are the people? Who are you working for you to support you differently? So that you don't have a playbook in a crazy amount of a drink with 5% of people who know what was happening. Stop. Because when did you try to get the jet ski, and then you could just beat. You all heard it from Lena, their listen to the data and listen to your people. I think that's a beautiful note to end on Lena there. Thank you so much. Our next guest is Jack as a gray. Jack is
Accenture is Market unit lead for the US Northeast, leaving the integration of essential services to solve client, most complex problems in this role. He's responsible for clients people offices Community involvement, and financial performance across the entire Northeast. And that's a pretty big dream. It was a lot of moving pieces. So he's no stranger to large-scale transformation before taking on his current role. He led various resource and utility businesses at Accenture smartrip programs, mergers, and Acquisitions and corporate and business unit strategies. So basically,
he's an expert in cutting through the complex and finding ways for businesses to thrive in the midst of constant change. Jack, welcome. Thank you for having me today. So we've been talking a lot about digital transformation. Why is this more of a business imperative now than ever Visions report? We publish it every year and we set in 2015. Every business is a digital business. And a lot of people thought it was hide them. Believe us laugh at the statement here on 2021 that it's unquestionably
priority. Number one. A matter of fact, we interviewed 3200 c-suite Executives across 15 countries, and they said digital transformation with cloud and data is priority. Number one in that board discussions that we also did a lot of research that shows that they shall transformation actually translates the results. So we looked at that age. OK Google. It is across a large number of organisations and we did the research in 2019, and we found that the top 10% of digital organization. Add to X, the revenue, growth of the bottom, 25%, the logins.
Hit covid, the research in 2021 and we had a hunch that maybe digital was now even more important as we went through covid. And in fact, that gap of 2x Revenue growth at Camp. Why don't you 5x? And so the financial results show, that digital fluency, digital capabilities that needs a transform is more important than ever. And we seen that throughout called it as companies migrated to online channels migrated to build all that digital capabilities to serve consumers with a different experience in a NuWave digital transformation is more important than ever. It
translates into results and translates the capabilities and translated the customer experience really critical and more so than ever. What exactly is cloud strategy. Yeah, let me come and fix the few things that a cloud strategy is not the first of all. It's not an an IT project and it's not simply a movement of taking your Computing workloads and moving them to the cop. That's not a cloud strategy. A cloud strategy is an end-to-end review the business and it start with what business capabilities, do you need to
get your customers to engage, employees to change the experiments to do. You call structure to get better analytics and insights in and help predict what your business is going to start with the business vision? Is that looks like a good day to? That is extremely important and it is really at the core of any Cloud strategy, text you or your application, the softer, you run. Where you going to run it by you going to run in the public cloud in the private cloud and hybrid. Where is that software going? And
then the actual compute and storage infrastructure. And then around that, it looks at all your capabilities, your time to train people to work in a natural manner using devops capabilities, you know, rapid decision making that ability to the trial and error and an experiment and innovate. So, when you look at a craps strategy, you look have to look at all those components and the head out there. A few weeks ago. They asked their infrastructure needs to develop a cloud strategy, while the infrastructure is not able to do it because you're actually, even with
and Technology alone. They need to pull the person who leads data, the personal needs, security. The person leads. You don't have to Tatian and then work with the business. And that is often a very tough relationship to really bring together for the strategy, most organisations, and the business together. And then the last thing I said, I would look at a cloud strategy is what is the out the lot of a lot of companies focused on dollars-and-cents? What's the savings that the top strategies going to generate. And that's it, but it's not sufficient. The cloud strategy has to
deliver on customer experience, on Revenue, growth on employee experience, operational experience sustainability. What is a sustainability impact of moving to the cloud. So you really have to look at this 360 view of what benefits is. This Cloud strategy comes in his business technology. It's an end to instead of capabilities and it's looking at all those results. And to end. You know, how is Valerie going to be delivered from multiple, what we call 360 perspective, company culture, and workplace is Shifting so much. How will
businesses need to change in order to Galvanize employees around transformation? Set seeds if the employees are engaged in that program. I answer the buy-in from the employees, all the way from leadership to the front line is critical. Now, there are a few things that stand the test of what we've been doing Transformations for decades leadership, engagement and Alignment. You need, most of your seats with our research shows that at least, 80% of the c-suite, has to be bought in and actually active in the transformation. The need to
communicate communicate communicate absolutely critical. The need to really look at the data fit to making sure get your tracking though. They need to have a tapas and vision around the transformation, why we doing it, where do we go? When we get to on the other end. Once which transforms having a vision is Critical Jack. Thank you so much. This is been extraordinarily insightful, really appreciate the time. Thank you very much for having me as being an absolute pleasure. Now it's time to speak with Chrissy Smith, who is a senior managing director, and Accenture strategy, and Consulting
organization, and human potential for Joe's Seafood & Boards on the complex transformation issues. We talked a lot about today and throughout filter changed, and I'm going to ask her to share some of her insides into these change management system. Today pretty also brings unique people into her work at Accenture. Having previously been the global vice president for inclusion and diversity at Apple. She's a frequently sought-after speaker on leadership strategy, and people analytics. So I'm super excited to have this chance to speak with
her Christie. Welcome. Thanks so many changes. In The Way We Were have. We reached a steady plate. I need the great question and the simple answer is no I don't think we will ever have a steady-state again. I think that change is constant and it's accelerating and I think company is really need to just find out what setting means to them and it typically is, you know, a guillotine, our organization's agile enough to meet the demands of not only the market that the social issues, the socio-political issues and a
changing Market in and of itself. It strikes me Christina at this Dan places? Such a burden on lyrics of organizations, but also managers who might not have had to flex so much and so quickly previously, how do leaders need to adapt in order to keep up with this rapid pace of change in the concept of compressed transformation? Could take years for company to transform weather? That it was a digital transformation to growth transformation. Now, takes just a matter of months. And if you look at what has happened, even in this last year, in the u.s.
Alone, we've seen 3.6 trillion dollars spent on merger-and-acquisition activity. That's incredible. And what's more is 95% of workers are looking at changing jobs in this kind of Mark. And 92% say hey, I'm willing to change careers altogether. So you're right. There is a burden on leadership and on management and I think we just have to do four things in order to adapt and keep Pace with this change. What is considered the future of work, right reimagine? Your work model. What
will that look like be intentional about whether or not you are going to have a hybrid model or you're going to require people to be in the office or frankly, by definition of their job. They have to be on the shop floor, right? Think about culture. And what does that mean today ways of working skills talent for the future. I think the second area that leaders need to really focus on is employed experiences, Employee Engagement. It has completely changed. We think about this in the context. Omni connected. We used to be so singularly
minded in organizations and think of, but like an omni-channel to market right now is really about Connections, and how do you connect with your employees in layer and experiences? That give them a sense that they're contributing based on what is best for them? So that might look like. If I'm being asked to come into the office. I'm not coming into my office and sitting in a cubicle and just answering email, distinct purpose for coming into the office, to work with a team and to be engaged in a
different way. The third thing is highly dependent on the first two are highly dependent upon and that is just notion of investing in digital fluency workers. Need to access the training like they never have before. And we see that when organizations are not just digitally literate, but actually fluent that organizations are two almost three times, more likely to have experienced higher Revenue meeting over 20% growth over the last three years, fourth point is a
really particularly important one in that is creating sustainable organization. Purposely businesses, which Inspire their people in their Partners to deliver lasting not only financial performance with Equitable impact. In societal value, is what organizations in reader CEOs in particular, Masa do to earn and return the trust of not only their employees that all stakeholders. Is that a tough balance to strike, not only being financially, you know, growth-oriented
but also the Sanibel and think about sort of these ideas that are so important for the future of not only in a planetary sustainability, but also inclusion and diversity and all these big ideas that have really been a centerpiece of the last 2 years. I absolutely think it's difficult to do and I think that this is what has fundamentally changed in terms of the role of the CEO is now more responsible than they have ever been for the chair of their people. And a pandemic has really, for
CEOs to develop different muscles. If you will, and we did a piece of research on Modern CEOs, where they know themselves that they must develop skills around empathy, transparency and trustworthiness with their employees, you know, the CEO of bed to me as we were having lunch several months ago and I recently sat down and I said, so, how are you doing? And she replied to me with I didn't sign up for this. That was an expression of not only his desire to step into the role, but that the world
has changed so dramatically, and the needs of his employees, and his key, stakeholders and shareholders. What they needed from him with something much different than the rules of the game pre-pandemic. So it's not just the Eater of course, right, Christy. So as The Way We Were changes dramatically as we've been talkin about. How do we know what? Kind of feel people need? Not at the house but Frontline workers and board members and mid-level manager. What do people need. It seems like empathy is a huge one, across the board
decides that what fuel do they need? And then how do organizations help get them? Those skilled? This is what I'm really talking about what we call skills economy admitted to helping organizations get the skills that they need to meet their business and employ to mail. And it really is both as a result of covid-19. Are that more than half of employees out. There are seeking to learn more skill and we ask for real. Basic questions. What skills do people have today with skills? Will they need in the future? What's the Gap? And then how do we close that
Gap? Most effectively and efficiently efficiently. We did some work with Walmart in Unilever last year to identify for them. Sure skills employees will need gas. Amount of data. Is that sits in the public domain? We were able to use text to Bill, Gill profiles for employees and learning pass for them that were individualized, so that they could close that gap of where they were today and where they need to be in the future. Now, what's really exciting about this? And there's going to be an explosion around the skills. Economy. Is that 48% of the
global? Labor economies, the skills that it was in. Those are already that information is in the public domain. And within the very near future 2%, the remaining 52% will come online to think about that. If our goal is to connect this 6, trillion-dollar economy with the right people in the right skills that they need for the future. If companies are ahead of that game and invested in the skills economy, but I think that nothing will stop them from reaching their goal to
move to the front. All right, Christy Smith. There's so much more. I want to ask you, but obviously, we are limited on time. Thank you so much for sharing. All of this. A big thank you to all of our guests today. I'm looking forward to the rest of the speakers. Answer.com has a podcast from Accenture. If you can find us wherever you get your podcasts. Follow subscribe. And if you like what you hear, please leave us a review.
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